Mark Mullaly presented on "The Future of PMOs" at PMXPO 2018. He discussed defining PMOs and their origins, challenges PMOs have faced such as short lifespans and lack of value perception, and forces shaping PMOs like emphasis on process over results. Mullaly proposed potential future scenarios for PMOs through scenario planning, including "Rigid Enforcement" with a control focus, "Robust Management" emphasizing results, and "Strategic Diversity".
The document discusses the evolution of the Project Management Office (PMO) at Georgia Tech's Office of Information Technology (OIT) over multiple iterations ("Forma", "Storma", "Norma", "Performa", "Churna"). It describes how the PMO was initially formed, integrated processes within the organization, established accomplishments, assessed maturity, and identified risk factors. The overall evolution helped OIT establish consistent project management practices, increase transparency, enhance decision making, and evaluate how to continuously improve the PMO over time through flexibility, communication, and stakeholder involvement.
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
The document discusses project management processes and organization. It provides information on project success rates showing improvements in metrics like time and cost overruns from 1995 to 2001. Reasons for improvements include better tools, more skilled project managers, and use of defined processes. Key factors for project success are identified as executive support, user involvement, experienced project manager, clear objectives, minimized scope, standardized infrastructure, firm requirements, and use of a formal methodology. The Project Management Institute (PMI) framework and five process groups of initiating, planning, executing, controlling, and closing are also summarized.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
The document discusses the evolution of the Project Management Office (PMO) at Georgia Tech's Office of Information Technology (OIT) over multiple iterations ("Forma", "Storma", "Norma", "Performa", "Churna"). It describes how the PMO was initially formed, integrated processes within the organization, established accomplishments, assessed maturity, and identified risk factors. The overall evolution helped OIT establish consistent project management practices, increase transparency, enhance decision making, and evaluate how to continuously improve the PMO over time through flexibility, communication, and stakeholder involvement.
Partnering with Project Managers Prosci CoP Webinar March 2016Catherine Smithson
Top Tips for Partnering Successfully with Project Managers - today's Prosci Community of Practice Webinar, drawing on the know how of our consulting team.
The document discusses project management processes and organization. It provides information on project success rates showing improvements in metrics like time and cost overruns from 1995 to 2001. Reasons for improvements include better tools, more skilled project managers, and use of defined processes. Key factors for project success are identified as executive support, user involvement, experienced project manager, clear objectives, minimized scope, standardized infrastructure, firm requirements, and use of a formal methodology. The Project Management Institute (PMI) framework and five process groups of initiating, planning, executing, controlling, and closing are also summarized.
The document discusses building a project management office (PMO) from scratch. It begins by defining what a PMO is and listing common PMO functions like portfolio management, strategic planning, and knowledge management. It then discusses how Cisco built its PMO by first identifying organizational needs like standardized processes, project prioritization, and communication. Goals and functions for the PMO were then defined to increase productivity through coordinated project management. The concept was a overseeing body that develops processes to support project managers. Finally, the document outlines keys to a vital PMO like having executive support, clarity of role, project alignment, supporting project managers, and continuous improvement.
1. The document outlines Auckland Council's new tools and frameworks for project management, including a project complexity assessment tool, a project management framework, roles definitions, and progress monitoring.
2. It discusses Auckland Council's implementation approach, which includes building project maturity over time through alignment, prioritization, benefits realization and an adaptive approach.
3. Key stats are presented on the success of the initial implementation between August and December 2014, including increased project manager training, use of tools like Gateways and Sentient, and improved compliance with capital expenditure reporting.
This document outlines the key components and processes involved in strategic planning. It discusses the importance of investigating the organization's current situation, consulting stakeholders, considering strengths, weaknesses, opportunities and threats, and deciding on a mission, vision and strategies. It emphasizes that strategic planning requires courage, commitment, decisiveness, vision, leadership and measurement. The document provides details on each phase of the strategic planning process and stresses that measurement and evaluation are essential parts of assessing success and progress.
The document outlines the key project management processes. It discusses the six phases of a project - initiation, planning, implementation, monitoring, adaptation and closure. It then describes the nine core management processes which include scope, schedule, budget, quality, team, stakeholder, information, risk and contract management. Each process involves planning, execution, monitoring and control activities to ensure successful project delivery.
This document discusses the important role of project sponsors in organizational change management projects. It begins by outlining the key responsibilities and competencies needed of an effective sponsor, such as championing the project vision and ensuring alignment with organizational strategy. The document then provides an overview of common change management models and frameworks. It asserts that good sponsors of change projects should act as interpreters, motivators, planners, observers, reviewers, and anticipators. Finally, the document presents a case study example of an effective sponsor who thoroughly assessed organizational impacts, promoted communication, and helped plan the transition to operations.
This presentation was provided by Maureen Adamson of Adamson & Associatess during the initial session of the NISO Training series, Project Management for the Information Community: Managing and Communicating the Process. The date was Feb 22, 2019.
1. The document discusses various topics related to software project management including project organization structures, team structures, challenges project managers may face, and methods for selecting projects.
2. It provides an overview of different project organization structures like functional, projectized, and matrix structures and how they influence projects.
3. Project team structures like isomorphic, specialty, and egoless structures are described along with their benefits and drawbacks.
4. Challenges around transitioning team members and effective communication are highlighted.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
Construction Management in Developing Countries, Lecture 10, Project Evaluation and Auditing, types and differences between evaluation and auditing, challenges faced by professional auditors in project auditing in developing countries
This document provides an overview of project management professional responsibility and the PMP Code of Conduct. It discusses the five areas of professional responsibility: ensuring integrity, contributing to the knowledge base, applying professional knowledge, balancing stakeholder interests, and respecting differences. It also covers responsibilities to the profession, balancing stakeholder needs, complying with rules and policies, applying honesty to the profession, advancing the profession, and responsibilities to customers and the public.
OC 6440: Nature of Planned Change, ODC Practioner, & Contractslindseygibsonphd
The document discusses several models and perspectives on planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model involves problem identification, data gathering, feedback, and joint action planning with a behavioral scientist. A general model of planned change includes entering/contracting, diagnosing, planning/implementing change, and evaluating/institutionalizing change. Planned change can vary based on the magnitude of change, degree of organization, and domestic versus international settings. Effective contracting clarifies expectations and establishes resources and ground rules.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This document summarizes Firelight's approach to building monitoring and evaluation (M&E) capacity among grassroots organizations. It discusses (1) Firelight's training approach which uses practical exercises to teach M&E concepts, (2) outcomes of training 43 partners in 3 countries which showed increased confidence and recognition of M&E's value, and (3) challenges faced including limited resources and high staff turnover. The training aimed to make M&E accessible and less technical for grantees.
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
The document provides information on strategies, policies, strategic management, and developing vision and mission statements for organizations. It discusses that strategy is an action to achieve goals, while policy guides actions. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Developing a strong vision and mission is important, with the vision being future-oriented and inspiring, and the mission describing the current purpose and objectives. Key steps for writing effective vision and mission statements are identified.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
The document discusses the role and responsibilities of a project sponsor. It defines a project sponsor as the owner of a project on behalf of the client organization who is accountable for the project's performance and alignment with company strategy. It notes some consequences of not having a sponsor like lack of funding, resources, and oversight. It provides details on sponsorship challenges, the sponsor's role in project success including championing the project, and responsibilities like ensuring vision, governance, value/benefits. It includes checklists for sponsors to evaluate initiation, planning, implementation/control, and closing stages.
The document discusses the transition from instructional designer to project manager. It provides an overview of the key similarities and differences between instructional design and project management processes. These include analyzing requirements and defining objectives (common), as well as developing detailed plans, tracking schedule and budget, and procuring resources (unique to project management). The document emphasizes strengthening influencing skills, focusing on stakeholders, and adopting a leadership approach to help individuals and teams succeed.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
This presentation was provided by Maureen Adamson of Adamson & Associatess during the initial session of the NISO Training series, Project Management for the Information Community: Managing and Communicating the Process. The date was Feb 22, 2019.
1. The document discusses various topics related to software project management including project organization structures, team structures, challenges project managers may face, and methods for selecting projects.
2. It provides an overview of different project organization structures like functional, projectized, and matrix structures and how they influence projects.
3. Project team structures like isomorphic, specialty, and egoless structures are described along with their benefits and drawbacks.
4. Challenges around transitioning team members and effective communication are highlighted.
On 24 July 2009, I was fortunate enough to speak at the BA World conference in Wellington, to talk about Centres of Excellence for business analysis, how aiming for excellence would help us overcome some of our challenges, on what those first steps would look like. This was the first public airing of the early stages of what would evolve to become my practice development approach.
The document discusses effective management of large projects in the automobile industry. It begins with acknowledgments and prefaces the importance of project management. It then outlines the following key points:
1. It defines projects and their characteristics, and discusses how to classify projects based on complexity.
2. It explains the need for program and project management to execute projects on time, budget and scope, and minimize costs.
3. It proposes a 7 step approach to project management: initiating, planning, executing, monitoring and controlling, closing, analysis and feedback.
4. For each step it provides details on the activities and goals, such as developing a project charter, managing risks, communications, and procurement.
Construction Management in Developing Countries, Lecture 10, Project Evaluation and Auditing, types and differences between evaluation and auditing, challenges faced by professional auditors in project auditing in developing countries
This document provides an overview of project management professional responsibility and the PMP Code of Conduct. It discusses the five areas of professional responsibility: ensuring integrity, contributing to the knowledge base, applying professional knowledge, balancing stakeholder interests, and respecting differences. It also covers responsibilities to the profession, balancing stakeholder needs, complying with rules and policies, applying honesty to the profession, advancing the profession, and responsibilities to customers and the public.
OC 6440: Nature of Planned Change, ODC Practioner, & Contractslindseygibsonphd
The document discusses several models and perspectives on planned organizational change. It describes Lewin's three-stage change model of unfreezing, movement, and refreezing. The action research model involves problem identification, data gathering, feedback, and joint action planning with a behavioral scientist. A general model of planned change includes entering/contracting, diagnosing, planning/implementing change, and evaluating/institutionalizing change. Planned change can vary based on the magnitude of change, degree of organization, and domestic versus international settings. Effective contracting clarifies expectations and establishes resources and ground rules.
Fundamentals of Project Management for non project managers and beginners , a very simplified version for those who don't have any Project Management background. Please give feedback if any to upgrade future presentations
تواصل_تطوير
المحاضرة ال 176
مهندس / أكرم النجار
بعنوان
"إدارة التغيير وتطبيق نظام إدارة المشاريع"
يوم الإثنين 03 أكتوبر 2022
الثامنة مساء توقيت القاهرة
التاسعة مساء توقيت مكة المكرمة
و الحضور عبر تطبيق زووم من خلال الرابط
https://us02web.zoom.us/meeting/register/tZErcuqvrTkpGtfrNqMYASLf5riU0pmSXbvm
علما ان هناك بث مباشر للمحاضرة على القنوات الخاصة بجمعية المهندسين المصريين
ونأمل أن نوفق في تقديم ما ينفع المهندس ومهمة الهندسة في عالمنا العربي
والله الموفق
للتواصل مع إدارة المبادرة عبر قناة التليجرام
https://t.me/EEAKSA
ومتابعة المبادرة والبث المباشر عبر نوافذنا المختلفة
رابط اللينكدان والمكتبة الالكترونية
https://www.linkedin.com/company/eeaksa-egyptian-engineers-association/
رابط قناة التويتر
https://twitter.com/eeaksa
رابط قناة الفيسبوك
https://www.facebook.com/EEAKSA
رابط قناة اليوتيوب
https://www.youtube.com/user/EEAchannal
رابط التسجيل العام للمحاضرات
https://forms.gle/vVmw7L187tiATRPw9
ملحوظة : توجد شهادات حضور مجانية لمن يسجل فى رابط التقيم اخر المحاضرة.
This document summarizes Firelight's approach to building monitoring and evaluation (M&E) capacity among grassroots organizations. It discusses (1) Firelight's training approach which uses practical exercises to teach M&E concepts, (2) outcomes of training 43 partners in 3 countries which showed increased confidence and recognition of M&E's value, and (3) challenges faced including limited resources and high staff turnover. The training aimed to make M&E accessible and less technical for grantees.
Evaluability Assessments and Choice of Evaluation MethodsDebbie_at_IDS
The document discusses evaluability assessments (EAs) and how they can inform the choice of evaluation methods. Key points:
- EAs examine a project's design, available information, and context to determine if and how an evaluation could be conducted. They help ensure evaluations are useful and feasible.
- Common EA steps include reviewing documentation, engaging stakeholders, and making recommendations about a project's logic, monitoring systems, and potential evaluation approaches.
- Choosing evaluation methods depends on the EA results as well as the evaluation's purpose, required credibility, complexity of the intervention, and available resources. Methods like experiments provide strong evidence of impact but are difficult to implement.
- EAs improve evaluation quality by engaging
The document provides information on strategies, policies, strategic management, and developing vision and mission statements for organizations. It discusses that strategy is an action to achieve goals, while policy guides actions. Strategic management involves environmental scanning, strategy formulation, implementation, and evaluation. Developing a strong vision and mission is important, with the vision being future-oriented and inspiring, and the mission describing the current purpose and objectives. Key steps for writing effective vision and mission statements are identified.
The introduction of a project management framework will provide a structured and managed approach for projects within your company.
With the right framework in place it will allow projects of all sizes and priority to be planned effectively. This ensures that at all times the cost of the project is managed while delivering quality and the right level of performance and control across project management.
This document provides an overview of a presentation on change management. It will cover 5 key areas: defining and building a case for change, leadership alignment, stakeholder analysis, communications and engagement, and workforce alignment and training. The presentation will provide specific strategies to guide employees through change and achieve business benefits. It will also share the presenter's experience working in change management consulting. The document defines change management and outlines critical success factors. It dives deeper into each of the 5 areas, providing guidance on key aspects within each such as developing a change vision, aligning leadership, analyzing stakeholders, creating a communications strategy, and developing a training plan. It concludes by offering attendees access to a discounted online change management academy.
The document discusses the role and responsibilities of a project sponsor. It defines a project sponsor as the owner of a project on behalf of the client organization who is accountable for the project's performance and alignment with company strategy. It notes some consequences of not having a sponsor like lack of funding, resources, and oversight. It provides details on sponsorship challenges, the sponsor's role in project success including championing the project, and responsibilities like ensuring vision, governance, value/benefits. It includes checklists for sponsors to evaluate initiation, planning, implementation/control, and closing stages.
The document discusses the transition from instructional designer to project manager. It provides an overview of the key similarities and differences between instructional design and project management processes. These include analyzing requirements and defining objectives (common), as well as developing detailed plans, tracking schedule and budget, and procuring resources (unique to project management). The document emphasizes strengthening influencing skills, focusing on stakeholders, and adopting a leadership approach to help individuals and teams succeed.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
The Genesis of BriansClub.cm Famous Dark WEb PlatformSabaaSudozai
BriansClub.cm, a famous platform on the dark web, has become one of the most infamous carding marketplaces, specializing in the sale of stolen credit card data.
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
Discover timeless style with the 2022 Vintage Roman Numerals Men's Ring. Crafted from premium stainless steel, this 6mm wide ring embodies elegance and durability. Perfect as a gift, it seamlessly blends classic Roman numeral detailing with modern sophistication, making it an ideal accessory for any occasion.
https://rb.gy/usj1a2
Profiles of Iconic Fashion Personalities.pdfTTop Threads
The fashion industry is dynamic and ever-changing, continuously sculpted by trailblazing visionaries who challenge norms and redefine beauty. This document delves into the profiles of some of the most iconic fashion personalities whose impact has left a lasting impression on the industry. From timeless designers to modern-day influencers, each individual has uniquely woven their thread into the rich fabric of fashion history, contributing to its ongoing evolution.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Dive into this presentation and learn about the ways in which you can buy an engagement ring. This guide will help you choose the perfect engagement rings for women.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
5. Defining
“Project
Management
Office”
• 'Project Management Office':
– Defines and maintains standards for
project management within the
organization.
– Strives to standardize and introduce
economies of repetition in the
execution of projects.
– Source of documentation, guidance
and metrics on the practice of project
management and execution.
• Source: wikipedia.org
– Definition taken on 20 January 2017
6. What Does
The PMBOK
Have To Say?
• A Little Bit, In This Case
– About a page-and-a-half, overall
• Initial Definition Is Similar:
– Standardizes the project-related
governance processes and facilitates
the sharing of resources,
methodologies, tools, and techniques.
• Allows For Range:
– From providing project management
support functions to actually being
responsible for the direct
management of one or more projects.
7. What Does
The PMBOK
Have To Say?
• Three Predominant Modes Are
Defined:
• Supportive
– Consultative role to projects
– Provide templates, best practices,
training and access to information and
lessons learned
• Controlling
– Provide support and require
compliance
– Imposing frameworks, methodologies
and templates
• Directive
– Take control of projects by directly
managing them
9. Delving Into
Where PM
Started
• Modern PM Has Its Roots In 1950s
– Industrial and defense projects
– Particularly the source of CPM and PERT
techniques
• Focus On The Management Of Highly
Complex Projects
– Resulted in highly complex and detailed
solutions
– Modern project management
associations started
• Intent to popularize these techniques with
a broader audience
• Progressive Evolution Of Standards
– Adding to expectations and perceived
'best practices'
10. Addressing
PM In
Organizations
• Project Management Practices
Have Been Organizational From
The Start
– They developed in response to
organizational challenges
– Were devised to address the specific
needs of individual organizations
• That Has Shifted With The
Emergence Of Standards &
Associations
– Recognition of “these practices
worked here”
– Presumption that they should be
applicable and relevant elsewhere
11. The Origins Of
PMOs
• PMOs Are A Relatively New Construct
• There Are Few References Before
The Early 1990s
– Part of an overall effort to establish,
coordinate and encourage organizational
practices
– Shift from ‘project offices’ focused on
single projects
• What PMOs Actually Do Was And
Continues To Be Broadly Defined
– Focal point for individual projects
– Reporting and monitoring project status
– Advocate of organizational practices
– Management of overall projects
12. What PMOs
Were Created
To Accomplish
• Being Candid, This Is A Moving
Target
• There Is Minimal Alignment And
Agreement On:
– What PMOs should do
– How they should do it
– Who they should do it for
– What they should be called
• PMOs Emerge In Response To
Different Challenges & Crises
– At different organizational levels
– With different accountabilities
– It is not uncommon for one organization
to have multiple (and varied) instances of
PMO
14. PMOs Are
Often Short-
Lived
• The Establishment Of A PMO Is An
Intervention
– Creating a new structure and role
– Representative of significant change
– Presumably with an underlying intent and
outcome
• Average Age Of PMOs Is
Approximately Two Years
– Reinforced in several research studies
– Speaks to a very short-lived entity
• Raises Several Questions Regarding
Viability
– Degree to which they deliver on success
– Relative perceived value of how they are
implemented
17. Perceptions
Of PMOs –
Contribution
To Project
Success
Essential
Contribution
13%
Significant
Contribution
32%
Some
Contribution
34%
Little
Contribution
12%
No Real
Contribution
6%
Don't Know
3%
18. Role Is Highly
Inconsistent
• Often Lack Of Clarity And
Agreement On:
– What PMOs should be responsible for
– Scope of projects that are included
and impacted
– Degree of emphasis and importance
of consistency
– Level of authority and power to
impose requirements
– Expected outcomes of establishing a
PMO
19. Implementation
Is Often
Bureaucratic
• PMOs Often Initially Implemented In
Reaction To Organizational
Challenges
– Failure to deliver previous projects
– Requirements to perform in delivering
current projects
– Significant increase in expectations of
delivery
– Need to implement large, complex
strategic change
– Desire for consistency, formality, rigor
– Expectation of adherence to "best
practices"
• What Gets Implemented Is Often
Extremely Formal
– Strong level of bureaucratization
– Emphasis on consistency and alignment
with standards
– Perception that project management is
"forms" and "templates"
20. Acceptance
Of The Role Is
Not Strong
• This Is The Challenge Of ANY
Organizational Intervention
– Change to the status quo
– Shift/undermining of power and
influence
– Increase in expectations, visibility and
accountability
• Gaining Acceptance Is Critical
– What is implemented needs to be
relevant and appreciated
– People need to see themselves as
more successful in the future than
with their current practices
22. The Origins Of
Scenario
Planning
• Popularized In The 1960s/1970s
– Primarily at Royal Dutch/Shell
– Used to successfully anticipate the
global oil crisis
• Has Evolved To Become An
Important Element Of Strategic
Planning
• Focused On:
– Understanding uncertainty
– Exploring potential futures
– Understanding a range of possible
outcomes
23. What Are
Scenarios?
Stories that can help us recognise
and adapt to changing aspects of our
present environment.
They form a method for articulating
the different pathways that might
exist for you tomorrow, and finding
your appropriate movements down
each of those possible paths.
-- Peter Schwartz
The Art of the Long View
24. Purpose Of
Scenario
Planning
• Explore Multiple Futures, Not Just
One
• Test Drivers & Implications Of
Uncertainty
• Promote Divergent Thinking
• Broaden Participation In Planning
• Test The Validity Of Chosen
Strategies
• Embed Recognition Of
Unpredictability In Plans
25. Principles Of
Scenario
Planning
• Recognition Of Uncertainty
• Existence Of Multiple Possible
Futures
• Exploration Of Possibilities
• Plausibility Of Future Scenarios
• Relevance Of Stories
• Present Challenging Viewpoints
28. So What Are
We Dealing
With?
• There Are A Number Of Forces
Currently Shaping What PMOs
Are, And How They Are Seen:
– Relevance over one-size-fits-all
– Emphasis on process over results
– Role of delivery over advocacy
– Influence of demanding over enabling
29. Consistency
Over
Relevance
• Organization Emphasis On
Consistency
– Greater focus on consistency and
repeatability
– Parallels popularization of project
management maturity
– Issue of ensuring appropriate value from
practices:
• Payoff of value from investment in
practices
• Awareness of law of diminishing returns
• Individual Emphasis On Relevance
– Individual skills valued more than
organizational consistency
– Fundamental need to understand “What’s
in it for me?”
– Tendency for some to emphasize reactive
response to issues
– Resistance to process that appears
formal and cumbersome
30. Emphasis On
Process Over
Results
• Dominant Driver Of Process
– Focus on process to be followed
– Reinforcing emphasis on consistency
– Expectation of adherence and
compliance
– Accountability for completing
deliverables, templates and forms
• Dominant Driver Of Project Results
– Focus on project to be delivered
– Expectation of attainment of results
– Emphasis on project outcomes and
benefits
– Actions and decisions necessary to
do what is necessary to be successful
31. Role Of
Delivery Over
Advocacy
• PMO Role Of Getting Projects
Done
– Emphasis on driving and delivering
projects
– PMO as home of project managers
– Accountability for project results
– Centralized responsibility for delivery
• PMO Role Of Advocating Practices
– Emphasis on championing and
support project managers
– PMO as home of practices, support
and guidance
– Accountability for supporting projects
– Decentralized responsibility for actual
delivery
32. Influence Of
Demanding
Over Enabling
• Orientation Of PMO As Control
Organization
– Accountable for adherence to
expectations
– Demanding and requiring process
adherence and tool adoption
– Verification and audit role
– “PMO as project police”
• Orientation Of PMO As Enabling
Organization
– Accountable for support and
encouragement
– Facilitate and guide adoption and
adaptation of practices
– Support identification of what works
– “PMO as project management champion”
36. Rigid
Enforcement
• Emphasis On Control &
Compliance
• Focus Of Organizations At (Or
Targetting) Highest Levels Of
Maturity
• Belief In Value Of High Formality
And Consistency Of Practices
• Strong Compliance With Standards
• Minimal Allowance For Variation
(even in theoretically flexible/
responsive approaches)
• Routine And Rigorous Verification
And Audit Practices
• Full Bureaucratization Of The PMO
Results
Compliance
Flexibility
Control
Rigid
Enforcement
Robust
Management
Enlightened
Adoption
Strategic
Diversity
37. Robust
Management
• Emphasis On Control & Results
• Strong Adherence To Practices
Seen As Delivering Value
• Emphasis On Strategic Projects
(sometimes at the expense of
more operational/routine projects)
• Tight Control Of Project
Justification And Definition
• Centralization Of Delivery
Responsibility
• Project Manager As A
Specialist/Elite Role
• Project Management As A
Strategic Delivery Function
Results
Compliance
Flexibility
Control
Rigid
Enforcement
Robust
Management
Enlightened
Adoption
Strategic
Diversity
38. Enlightened
Adoption
• Commitment To A Process Focus
• Acknowledgement Of Importance Of
Intelligent Adaptation
• Recognition Of Need For Flexible And
Adaptive Approaches
• Accountability And Follow-up Of
Process Choices (And Results)
• More Decentralized Delivery
Responsibility
• Coordinated Guidance And Support
In Applying Process
• PMO Serving As A “Safety Net”
• Commitment To Organizational
Learning
• Broad Sharing Of Lessons Learned
• Expectation Of On-going
Improvement
Results
Compliance
Flexibility
Control
Rigid
Enforcement
Robust
Management
Enlightened
Adoption
Strategic
Diversity
39. Strategic
Diversity
• Commitment To The Delivery Of Results
• Least Emphasis On Process
• Greatest Emphasis On Personal
Accountability For Getting It Done
• Freedom To Choose—But Accountability
And Ownership For Those Choices
• Success Measured By The Results That
Are Delivered
• Willingness To Tolerate Educated, Well-
Chosen Risks
• Tolerance Of Mistakes—To A Point
• Expectation Of Learning, Growth,
Advancement & Embrace Of Challenge
• Unlikely To Suffer Fools Gladly
• PMO As Champion And Gateway
• Emphasis On Talent Management And
Strategic Guidance
Results
Compliance
Flexibility
Control
Rigid
Enforcement
Robust
Management
Enlightened
Adoption
Strategic
Diversity
40. Interpreting
The Scenarios
• All Represent Plausible Paths
Forward
• Each Has Comparative
Advantages & Disadvantages
• Each Is Associated With Critical
Uncertainty
• Anticipating Future Direction Will
Require Monitoring Shifts That
Suggest One Future Over Another
• Optimal Approach Is To Prepare
For Success In All Futures
43. Conclusions &
Takeaways
• No Future Is Guaranteed
• PMOs As A Concept Are Unlikely To Go
Anywhere
– Individual PMOs will come and go
– Broader trends will be shaped by market and
competitive forces
– We choose how much standards will make a
difference
• Many Futures Are Possible
– Some are more likely than others
– They are most likely to happen in some
combination
• Some Futures May Seem More Preferable
– Preference is a product of personal bias
– We don’t get to chose the future we live in
• Change Will Happen
– Evolution is inevitable
– Success is most likely to those who go into the
future with their eyes wide open
44. Mark Mullaly
President & Chief Organizational Therapist
Interthink Consulting Incorporated
Toronto, Ontario, Canada
@markmullaly
Future
The
of
PMOs