The term PMO has been around for many years but it stills creates confusion.
There is no standard definition of what a PMO is, even what some of the letters represent. A lack of common definition is acceptable, yet desirable since one-size does not fit all.
In this short presentation, the speaker will share his insights on PMO’s, purpose, mandates and why many PMO fails or are challenged. In addition, the speaker will discuss the critical link between PMO (Project Management Office) and OPM (Organizational Project Management) … closing with our hypothesis that unless the PMO own OPM, the organization will not achieve higher level of project management maturity and significantly enhance organization performance.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
PMO Handbook - How to Plan, Build, and Run a PMOAnthony Natoli
The purpose of this presentation is to provide a prescriptive guide on how to plan, build, and run a PMO from scratch or from an existing PMO that requires a reboot.
The Project Management Office - Effectiveness and Delivering ValueMatthew Hillhouse
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
The Project Management Office - Effectiveness and Delivering ValueMatthew Hillhouse
This whitepaper examines the question of whether PMOs are, in fact, negative entities and lack organizational worth. Or, is it possible to effectively leverage a PMO and deliver value to the organization?
In this presentation you will discover how the PMO is vital to delivering real business results to companies that are seeking to maximized return on their investments and accelerate performance.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
A Project Management Office, abbreviated to PMO, is a group or department within a business, agency or enterprise that defines and maintains standards for project management within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects.
In this presentation, the Ricardo explains the project management office and the main types. He also shows the benefits gained, the mistakes and successes of a PMO, and the challenges to implement a PMO.
ITVAMP creates as sample Gap Analysis for an organization that has some PMO areas but not an entire PMO. EPM is presented with Process Development deliverables. 2008
Understanding the Priorities and tackling the Challenges of the PMOPlanview
View the On-Demand Webcast! Planview.info/PMOPrioritization
"Only 11% of managers believe that all their company's strategic priorities have the financial and human resources needed for success." -Harvard Business Review
Learn about IT organizations':
-top three strategic planning priorities
-top three strategic planning challenges
-whether or not continuous planning is the solution
-real challenges with annual planning
-the best solution for continuous planning
View the On-Demand Webcast! Planview.info/PMOPrioritization
Our presentation from the SMS Management & Technology Next Generation PMO seminar, held in Victoria and presented by Michael Aizacowitz and Eric Van Zeyl
Determining the Mathematical ROI of a Project Management Office (PMO) Impleme...Ricardo Viana Vargas
Slides from the white paper which objective is to present, discuss and apply a mathematical model based on the use of Monte Carlo simulation in conjunction with researches on project success/failure rates of projects to develop a 10 step model to calculate the mathematical return on investment (ROI) for the Project Office implementation.
Project(component) Portfolio Management is applying Skills, Knowledge, tools and Techniques in a coordinated management. This includes management of sub-portfolios, Programs and projects and operation for meeting Organizational Strategies and Objectives. Offshore Industry comprise of exploration to production. we here present a Project Portfolio Management Organization Model in this industry.
Agile & Lean Principles At The Portfolio Level - Keep Austin Agile 2016Agile Velocity
How do Agile and Lean principles and practices apply at the portfolio level?
Successful Agile and Lean adoption at a medium or large company requires more than just rolling out good practices for teams. Initiatives span multiple teams; resources are allocated across competing initiatives; team innovation in UX and technical architecture have global implications; and teams need support beyond a command-and-control approach.
This presentation by William Baxter will provide ideas and insights to apply in your own portfolio management context and includes workshop segments to demonstrate how to put the ideas into practice.
PMO of the Year Award 2010 eBook, profiling IBM's PM/COE, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMOSIG, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
PMO of the Year Award 2011 eBook, profiling Dell's HCLS, and the PMOs of all three finalists (34 pages). Presented by PM Solutions and PMO CoP, the award salutes a Project Management Office that has demonstrated excellence and innovation in developing and maturing an organizational structure to support the effective management of projects.
From PMO to OPM (Building and Sustaining the Organizational Project Management System)
Many organizations have invested into project management training, yet projects still fails, or provide less than optimal solutions. Other organizations have implemented project management offices (PMO), yet some of these PMO are failing, or not delivering the essential benefits, or not living up to executives' performance expectations. In other words, there are gaps. The gaps are in term of knowledge, expertise, practice, and perhaps are due to not implementing the right solution.
What is the solution? Is project management training enough? Is investing in certification training (such PMP, PRINCE2, or other certifications) enough? Are the certified individuals able to deliver benefits and improve organizational performance?
To achieve the strategic benefits of project management, it is CRUCIAL to close the gap between knowledge and practice, gaps that cannot be filled by training or certification only. Organizations must recognize the need to invest into their organizational project management as a system. A system approach will lead to implementing the governance, policies, processes, framework, and project management methodology for managing projects successfully.
It is all about value – and no, documents don’t provide it;
PMO focus on strategic resources, Agile provides the local empirical leadership;
PMO perception change – being the good guys;
How many of you manage a PMO or have a PMO in the organization
Have you seen failures? What are the challenges?
What makes a PMO – Agile?
Yes we have a PMO in the organization and…
هذه المحاضرة بعنوان
The Next Generation PMO
كنت قد قدمتها في مؤتمر
The Big 5 Saudi
بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية
حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال
Disruptive World
وما هو الدور المنوط به في ال
Digital Transformation
وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال
Value Delivery
في المؤسسة بدلا عن الاكتفاء بدور ال
Administration or Support
بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال
Benefits Realization Management
وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى
Agile PMO
ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال
High Performing PMO
Project Management is the application of
knowledge, skills, tools and techniques to
project activities to meet project
requirements.
Contact:
Synergy school of business skills
No 25 Yellow Pages 5th Floor, Opposite Kotaka Mahindra Bank, Dr Radhakrishnan Salai, Mylapore, Chennai - 600004
Ph.No: 044-65655700 / 8144643424
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
Does your Project Management Office need a boost? Check out this functional approach to improving the PMO's results. No need for expensive maturity models, our approach enables you to make smart investments in the highest priority areas. Contact Line of Sight for more information - info@line-of-sight.com
هذه المحاضرة تتحدث عن تأسيس وتشغيل مكتب إدارة المشاريع الإستراتيجي
Strategic PMO Implementation
حيث كنت قد قدمتها بمدينة جدة يوم السابع من مارس 2018 بمعرض ومؤتمر
The Big 5 Saudi 2018
باللغة الإنجليزية.
الان قمت بتجهيز فيديو باللغة العربية عن هذه المحاضرة.
في هذه المحاضرة تحدث فيها عن التوجه العالمي لتحوُل مكاتب إدارة المشاريع لتكون مكاتب إدارة مشاريع إستراتيجية تجمع بين الادارة الاستراتيجية ومكتب ادارة المشاريع في مكتب واحد ودّعمت ذلك بأدلة من تقرير ال
PMI
وهو
PMI pulse of the profession 2017.
قمت بعدها بشرح التعارض الموجود في كثير من المؤسسات بين وحدة (إدارة) التخطيط الاستراتيجي
Strategic Management Office (SMO)
ومكاتب إدارة المشاريع
(PMO)
وأن الحل في دمجهما تحت إدارة ومكتب واحد وهو مكتب إدارة المشاريع الإستراتيجي
Strategic PMO.
ومن ثم تطرقت لتعريف ودور مكتب إدارة المشاريع الاستراتيجي
Strategic PMO
وطبيعة عمله وخدماته التي يقدمها ومن ثم تطرق للخطوات اللازمة لبناء وتأسيس مكتب ادارة المشاريع الإستراتيجي وختمت المحاضرة بالحديث عن تشغيل مكتب ادارة المشاريع الاستراتيجي وما هي الأشياء التي يجب وضعها في الحسبان.
Both Project Management & Business Analysis are essential for a successful project. Project Managers and Business Analysts need to work together on Requirements Management to ensure project success. Effective communication and collaboration between these two roles is essential. This presentation offers suggestions and tips on how to work together on requirements management and how to improve your organizations requirements management maturity.
In this presentation we share information about project and project management reports, including the what, why and who --- with examples on metrics and dashboards
This presentation is exactly per the title, an overview of project management. The presentation is generic but the examples are from engineering/construction projects.
In the presentation we cover topics like difference between projects and operations, project owner and service provider, product life cycle and project life cycle.
This short presentation is about Project stakeholders. Who are the project stakeholders for a given project? Will briefly discuss the project manager, project management team, project team, sponsor, and other stakeholders.
In this presentation we share information on how to map / integrated the PMBOK Guide Process Groups with a Project Life Cycle. The project life cycle can be a generic model or per the SUKAD CAM2P™ Model (The Customizable and Adaptable Methodology for Managing Projects™).
We share this topic because it is a common area of confusion among PMPs and those studying the PMBOK Guide.
This presentation covers project management certifications, their values and limitations. It does not list all certifications but touches on some of the most common, such as PMP, PRINCE2, CCC, and others.
Most of this presentation is in Arabic and was part of a recent conference that we organized in Basrah, Iraq with the Oil Training Institute.
هذه المحاضرة عن الاهمية الاستراتجية لادارة المشاريع
In this presentation we humbly attempt to share our views on project management and its strategic value but as an introduction.
We discuss project and project management definitions, project management maturity, organizational project management, project management methodology and project life cycle, among other points.
This is a short presentation about SUKAD Group - a company that specializes in project management and is based in West Asia with offices in Dubai - United Arab Emirates and Lebanon.
SUKAD has been operating in this region since 2004.
More from SUKAD Group - Project Management Solutions (8)
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This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
Modern Database Management 12th Global Edition by Hoffer solution manual.docxssuserf63bd7
https://qidiantiku.com/solution-manual-for-modern-database-management-12th-global-edition-by-hoffer.shtml
name:Solution manual for Modern Database Management 12th Global Edition by Hoffer
Edition:12th Global Edition
author:by Hoffer
ISBN:ISBN 10: 0133544613 / ISBN 13: 9780133544619
type:solution manual
format:word/zip
All chapter include
Focusing on what leading database practitioners say are the most important aspects to database development, Modern Database Management presents sound pedagogy, and topics that are critical for the practical success of database professionals. The 12th Edition further facilitates learning with illustrations that clarify important concepts and new media resources that make some of the more challenging material more engaging. Also included are general updates and expanded material in the areas undergoing rapid change due to improved managerial practices, database design tools and methodologies, and database technology.
4. PMO – Two Possibilities
• Usually for one major project or
program
• Dismantled once project or
program is complete
One Program/
Project PMO
• For multiple projects or
programs
• Organizational unit
• Should be permanent
Organizational
PMO
Organizational Project Management | PMO Challenges and Opportunities 4
6. No consensus on value of PMO
Perceptions of high/low value are based on different
characteristics
PMO are short-lived
Mandate covers either most, or few projects
PMO houses few, or all project managers
Dr. Brian Hobbs Survey – 1
Organizational Project Management | PMO Challenges and Opportunities 6
PMI Research
7. Dr. Brian Hobbs Survey – 2
Organizational Project Management | PMO Challenges and Opportunities 7
Most PM have small staff; apart from project managers
Important functions are determined by the needs of the specific
organizational context
Location of PMO has an impact on mandate
PMO performance depends on authority and organization's culture
and PM maturity
PMI Research
8. Does the organization have PMO (Q8)
67%
15%
15%
3%
Does the Organization Have PMO
Yes No Considering Other Comments
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 8
10. Comments on success rating (Q19)
Highly successful
• Top management satisfied with reporting level
and escalation issues
• The organization following the PM methodology
• They get the job done
• Recently established & successfully implemented
PM fundamentals
• Before failures we cancel projects
• Meet deadline and budget
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 10
11. Comments on success rating (Q19)
Not Successful
• Resistance and lack of accuracy
• No repeated success stories
• Trying to cover all types of project management
and in the end looses focus
• Does not meet its stated objectives
• Not properly supported and championed by
executive management
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 11
12. Comments on success rating (Q19)
Not Successful
• Not enough authorities provided to PMO
• No educated manager, no PMO methodology, no
career path, no leadership
• Projects done per the old way
• Repeated failure in achieving the target
• Was too utopian for a start-up organization
• Novice PM capabilities
SUKAD Research 2010
Organizational Project Management | PMO Challenges and Opportunities 12
13. Project Management in GCC1
Project Failures
• Number 1 reason is lack of a methodology – 78%
of respondents
Other factors
• Lack of communication – 75%
• Unrealistic target completion dates – 67%
• Inadequate senior management support – 59%
1 ITP Publishing - 10 May 2010
Organizational Project Management | PMO Challenges and Opportunities 13
14. Gaps in PMO implementation
“Role of PMO must become more strategic and
must develop its capabilities accordingly”
PMI Thought Leadership Publication
PMO are often
• Not effective or not delivering optimal solutions,
• Not able to become the organization’s PM department
Still too much focus
• On reporting or support; not leading or directing
• Often not building the necessary OPM system
Organizational Project Management | PMO Challenges and Opportunities 14
15. The PMO continuum
Most common,
lower value
Organizational Project Management | PMO
Challenges and Opportunities
15
17. Why the PMO
Be ready to consider that the organization
does not need a PMO
Ensure you can differentiate on whether you
need a PMO or OPM System
Beware of false expectations!
Organizational Project Management | PMO Challenges and Opportunities 17
18. PMO as an organizational unit1
1 Human Systems International: the effective PMO survey 2009
Enterprise
PMO
Business/
division
PMO
Program
PMO
Project
PMO
Hierarchical position
Higher - Lower
Natureoforganisation
Temporary-Permanent
Organizational Project Management | PMO Challenges and Opportunities 18
20. PMO’s in an organizational structure
EPMO
BPMO
Ptf
PMO
Pg
PMO
PPMO
Organizational Project Management | PMO Challenges and Opportunities 20
21. The PMO continuum
Most common,
lower value
Not as common,
most value
Organizational Project Management | PMO Challenges and Opportunities 21
22. Organizational commitment to PM
According to Dr.Schloss, PM@Siemens has:
• Attributed more than €39 billion in annual
revenue to project management - drawing best
practices from their experiences and
internationally accepted standards
• This is half of Siemens' annual revenue
Report from Milan - PM@Siemens presentation
during PMI Global EMEA Congress 2010
Organizational Project Management | PMO Challenges and Opportunities 22
24. The Center for Business Practices
Think PMO Maturity = Project Management Maturity
Organizational Project Management | PMO Challenges and Opportunities 24
31. The vital points to note
The strategic aspect is critical for any OPM or
organizational system
The fundamental elements are a must for any
organization wanting to manage projects
• They provide the core elements and processes
However, to elevate performance we need the
differentiating elements
Each element have numerous components
Organizational Project Management | PMO Challenges and Opportunities 31
32. How to build?
Implementing OPM System Program
Organizational Project Management | PMO Challenges and Opportunities 32
33. The Program – Extended Approach
Organizational Project Management | PMO Challenges and Opportunities 33