Skeleton for EPMO roll out for large enterprises
•Download as PPTX, PDF•
2 likes•923 views
Template provides basic framework addressing EPMO roll out in very large scale organizations that consist of multiple segments / business units with diversity in process definition and practices (v1.1)
Report
Share
Report
Share
Recommended
ePMO Workshop - Ali Kaabi
The document discusses the strategy and roadmap for the ePMO (enterprise project management office) at MSC over fiscal year 2015. It outlines three pillars for the ePMO strategy: project competency, project excellence, and PMO best practices. For project competency, it discusses developing a project capability center (PCC) with career paths and competency assessments for project managers. For project excellence, it discusses achieving higher levels of portfolio/program/project maturity based on frameworks from Gartner and P3M3. For PMO best practices, it lists several practices around leadership, project and business acumen, reporting, and resource and risk management.
Enterprise Project Office
Enterprise Project Office is a trending role within big organization. This slide deck aims at helping the clint to establish their own EPMO office.
Establishing an effective epmo
1. The document outlines an implementation plan for establishing an effective Enterprise Project Management Office (EPMO) that is aligned with a company's strategy and objectives.
2. It recommends developing the EPMO in phases, starting with basic portfolio governance and progressing to more advanced capabilities like resource optimization and performance measurement.
3. The final phase involves sustaining an optimized EPMO through continuous improvement and benefits realization tracking.
Building An Enterprise PMO
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
EPMO: Putting the pieces together as true game changer!
EPMO: Putting the pieces together as true game changer!Dr Harris Apostolopoulos EMBA, PfMP, PgMP, PMP, IPMO-E
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
Portfolios, Programs, Projects and the Enterprise PMO
The document discusses the role of Project Management Offices (PMOs) in enabling the delivery of corporate and business strategies. It notes that PMOs have been shown to decrease failed projects by 30% and increase projects delivered under budget by 25%. The document then outlines how PMOs can support business alignment, project portfolio management, project governance, and more. It describes how corporate strategy drives business strategies, and how business strategies are implemented through programs, projects, and products. Finally, it argues that a PMO is needed to integrate business and technical strategies, apply standard practices and metrics across all projects, and provide a unified view of strategic endeavors through portfolio, program and project monitoring.
PMO Presentation
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.
Establishing an Effective PMO
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
Recommended
ePMO Workshop - Ali Kaabi
The document discusses the strategy and roadmap for the ePMO (enterprise project management office) at MSC over fiscal year 2015. It outlines three pillars for the ePMO strategy: project competency, project excellence, and PMO best practices. For project competency, it discusses developing a project capability center (PCC) with career paths and competency assessments for project managers. For project excellence, it discusses achieving higher levels of portfolio/program/project maturity based on frameworks from Gartner and P3M3. For PMO best practices, it lists several practices around leadership, project and business acumen, reporting, and resource and risk management.
Enterprise Project Office
Enterprise Project Office is a trending role within big organization. This slide deck aims at helping the clint to establish their own EPMO office.
Establishing an effective epmo
1. The document outlines an implementation plan for establishing an effective Enterprise Project Management Office (EPMO) that is aligned with a company's strategy and objectives.
2. It recommends developing the EPMO in phases, starting with basic portfolio governance and progressing to more advanced capabilities like resource optimization and performance measurement.
3. The final phase involves sustaining an optimized EPMO through continuous improvement and benefits realization tracking.
Building An Enterprise PMO
The document describes how Dignity Health established an Enterprise Project Management Office (EPMO) focused on business operations and strategic initiatives. Some key points:
- The EPMO was launched in less than 3 months to guide large operational projects across Dignity Health's 21-state health system.
- It has a dual reporting structure to senior leadership and focuses on governance, portfolio management, and process standardization.
- The EPMO works closely with Dignity Health's existing IT PMO to coordinate projects. It utilizes a flexible governance model and intake process to take on strategic initiatives.
- The EPMO aims to deliver projects that improve operations and empower staff through a collaborative culture and application of lean
EPMO: Putting the pieces together as true game changer!
EPMO: Putting the pieces together as true game changer!Dr Harris Apostolopoulos EMBA, PfMP, PgMP, PMP, IPMO-E
One of the greatest challenges in regards to implementing a successful PMO, is being able to deal with continuous change(s).
The determination of what and how, can be improved, but requires both the organisation and the people to change the way they function in their business environment.
Successful change can be influenced by a variety of factors, which can affect the result of change itself, as well as the objectives of the PMO.
Specifically, an EPMO can act as a key enabler leading and supporting the organizational change work, therefore can make the change management process much easier, for the associated stakeholders.
In order for an EPMO to act a game changer, it is rather necessary to radically change the existing corporate structure, keep up with the challenges and align them with the corporate strategy and vision.
Portfolios, Programs, Projects and the Enterprise PMO
The document discusses the role of Project Management Offices (PMOs) in enabling the delivery of corporate and business strategies. It notes that PMOs have been shown to decrease failed projects by 30% and increase projects delivered under budget by 25%. The document then outlines how PMOs can support business alignment, project portfolio management, project governance, and more. It describes how corporate strategy drives business strategies, and how business strategies are implemented through programs, projects, and products. Finally, it argues that a PMO is needed to integrate business and technical strategies, apply standard practices and metrics across all projects, and provide a unified view of strategic endeavors through portfolio, program and project monitoring.
PMO Presentation
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.
Establishing an Effective PMO
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
PMO-Framework
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
How to set up a project management office (PMO)
a step by step presentation to how to set up a project management office (PMO). Includes links to useful resources and clear actions.
Setting up a pmo
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Melissa Highley presents: Portfolio Management for Everyone 21 Jan v15
This document provides an overview of portfolio management and the Portfolio Management Professional (PfMP) certification. It begins with definitions of projects, programs and portfolios. There are then sections on portfolio management overview, domains, process groups and practical application. It concludes with details on the PfMP certification requirements and resources for further information.
PMO Frameworks
PMI Thought Leadership Series on PMOs
Benchmark your PMO against the most common types including areas of responsibility and focus.
Pc 2011 Epmo Plan
The document outlines a roadmap for planning, implementing, and managing a project management office (PMO). It discusses defining the purpose and goals, scope, core services, and metrics of the PMO. It also addresses implementing the PMO through establishing job descriptions, a project portfolio inventory, methodology standards, and a project and portfolio management system. Finally, it discusses managing the ongoing operations of the PMO through project reviews, monitoring, governance processes, and conducting regular assessments to ensure continuous improvement. The roadmap is intended to guide organizations in successfully setting up and operating a world-class PMO.
The Effective Program Management Office (PgMO) (c) 2010
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
PMO Kick-Off Presentation
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The PMO in practice
The PMO plays a key role in defining a framework for managing benefits for the UK Submarine Dismantling Programme. This includes using a programme management approach with an integrated framework to manage risks, issues, assumptions, benefits and requirements given the long timescales and uncertainty involved in disposing of 27 submarines. The programme approach helps deal with the external challenges and complex stakeholder environment.
PMO and Project Portfolio Management
How to set up, operate and improve a Project Management Office. Basics of Project Portfolio Management
Real example of PMO deployment
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Pmo
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The PMO journey
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.
PMO View Interactive Dashboard
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
Project Management Office Roles Functions And Benefits
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Establishing an effective EPMO
The purpose of this presentation is to give a brief on how to create a successful EPMO that fit with the company strategy and objectives
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
This document discusses developing project management maturity. It identifies typical business challenges such as limited risk management and lack of visibility. Project, program, and portfolio management also face challenges around resource forecasting, training, and establishing a consistent way of working. The document outlines a 5-level maturity model and key drivers to improve maturity like establishing a methodology, developing a PMO, using technology, and providing training. It analyzes survey results on maturity characteristics, processes, technology use, the PMO, and the future PMO. The goal is to understand true project performance and focus on developing maturity.
Implementing a Project Office Management
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.
Implementing PMO
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Setting up a Project Management Office (PMO)
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
PMBOK 7th Edition What is Changing?
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
SDLC Process_Document.pptx
The document discusses the software development life cycle (SDLC) process for a pharmaceutical company. It provides an overview of SDLC definitions, models, and relevance to the pharmaceutical industry. It then outlines the company's SDLC governance framework, including toll gate phases, SDLC phases, and key stakeholders. Typical challenges with SDLC processes like incomplete requirements and scope creep are also highlighted.
More Related Content
What's hot
PMO-Framework
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
How to set up a project management office (PMO)
a step by step presentation to how to set up a project management office (PMO). Includes links to useful resources and clear actions.
Setting up a pmo
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Melissa Highley presents: Portfolio Management for Everyone 21 Jan v15
This document provides an overview of portfolio management and the Portfolio Management Professional (PfMP) certification. It begins with definitions of projects, programs and portfolios. There are then sections on portfolio management overview, domains, process groups and practical application. It concludes with details on the PfMP certification requirements and resources for further information.
PMO Frameworks
PMI Thought Leadership Series on PMOs
Benchmark your PMO against the most common types including areas of responsibility and focus.
Pc 2011 Epmo Plan
The document outlines a roadmap for planning, implementing, and managing a project management office (PMO). It discusses defining the purpose and goals, scope, core services, and metrics of the PMO. It also addresses implementing the PMO through establishing job descriptions, a project portfolio inventory, methodology standards, and a project and portfolio management system. Finally, it discusses managing the ongoing operations of the PMO through project reviews, monitoring, governance processes, and conducting regular assessments to ensure continuous improvement. The roadmap is intended to guide organizations in successfully setting up and operating a world-class PMO.
The Effective Program Management Office (PgMO) (c) 2010
Program Management Offices (PgMOs) serve to provide portfolio, program and project management governance, policy, procedure, process, guidance, standards, tools, techniques, templates, methodologies, evaluation, risk, performance measurement, and reporting expertise in the role of a Center of Excellence. In implementing a PgMO, clients seek to ensure not only successful delivery of programs, projects and operations -- but also to obtain the benefits from a coordinated framework and methodology for continual improvement of program/project management, vendor management, ongoing operations management and resource management. Ideally, the proper setup, management, measurement & services offered at the PgMO will increase the likelihood of benefits realization within their organization and partner agencies.
PMO Kick-Off Presentation
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The PMO in practice
The PMO plays a key role in defining a framework for managing benefits for the UK Submarine Dismantling Programme. This includes using a programme management approach with an integrated framework to manage risks, issues, assumptions, benefits and requirements given the long timescales and uncertainty involved in disposing of 27 submarines. The programme approach helps deal with the external challenges and complex stakeholder environment.
PMO and Project Portfolio Management
How to set up, operate and improve a Project Management Office. Basics of Project Portfolio Management
Real example of PMO deployment
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
Pmo
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
The PMO journey
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.
PMO View Interactive Dashboard
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
Project Management Office Roles Functions And Benefits
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
Establishing an effective EPMO
The purpose of this presentation is to give a brief on how to create a successful EPMO that fit with the company strategy and objectives
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
This document discusses developing project management maturity. It identifies typical business challenges such as limited risk management and lack of visibility. Project, program, and portfolio management also face challenges around resource forecasting, training, and establishing a consistent way of working. The document outlines a 5-level maturity model and key drivers to improve maturity like establishing a methodology, developing a PMO, using technology, and providing training. It analyzes survey results on maturity characteristics, processes, technology use, the PMO, and the future PMO. The goal is to understand true project performance and focus on developing maturity.
Implementing a Project Office Management
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.
Implementing PMO
The document discusses implementing a Project Management Office (PMO) and outlines various PMO models, roles, responsibilities, and best practices. It recommends starting with a small PMO of 3 project managers, a team leader, and 5 support staff. Key PMO roles include an executive, portfolio manager, mentor, and specialists in tools, methodology, training, and data administration. For a PMO to succeed, it must demonstrate value by improving project performance and be supported by executives.
Setting up a Project Management Office (PMO)
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
What's hot (20)
Melissa Highley presents: Portfolio Management for Everyone 21 Jan v15
Melissa Highley presents: Portfolio Management for Everyone 21 Jan v15
The Effective Program Management Office (PgMO) (c) 2010
The Effective Program Management Office (PgMO) (c) 2010
Project Management Office Roles Functions And Benefits
Project Management Office Roles Functions And Benefits
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Developing PMO Maturity - Wellingtone | FuturePMO 2022.pdf
Similar to Skeleton for EPMO roll out for large enterprises
PMBOK 7th Edition What is Changing?
The document provides an overview of changes coming in the PMBOK 7th Edition. Some key changes include:
- It will have a new structure based on 8 Project Performance Domains instead of Knowledge Areas.
- There will be a greater focus on outcomes rather than outputs.
- Tailoring guidance is expanded to help with choosing the right delivery approach.
- Models, methods and artifacts content will be on the new PMI Standards+ digital platform.
- The Standard for Project Management separates from the guide and contains principles for delivery.
SDLC Process_Document.pptx
The document discusses the software development life cycle (SDLC) process for a pharmaceutical company. It provides an overview of SDLC definitions, models, and relevance to the pharmaceutical industry. It then outlines the company's SDLC governance framework, including toll gate phases, SDLC phases, and key stakeholders. Typical challenges with SDLC processes like incomplete requirements and scope creep are also highlighted.
Khaled Abu AL-Neel Resume
This profile summarizes the experience of an excellence and strategy management specialist with over 9 years of experience in the Middle East region. The specialist has experience in corporate excellence, strategy formulation, quality management, and project management. Areas of expertise include balanced scorecards, EFQM assessments, process reengineering, knowledge management, and change management. Notable clients include Abu Dhabi Education Council, Abu Dhabi Municipality, Ministry of Finance, and National Bureau of Statistics. The specialist holds an MSc in Quality Management and certifications in ITIL, PRINCE2, and EFQM assessment.
Using Earned Value Management Concepts to Improve Commercial Project Performance
Lewis Fowler Principal Consultant Scott Brunton presented this deck at the 2015 Houston PMI Conference & Expo. Scott explores the historical roots of EVM and offers practical advice for implementing EVM practices to maximize the business value of projects.
Pmo digital analytics
The document outlines a business case for setting up a PMO (Project Management Office) to manage a portfolio of BI (Business Intelligence) projects being rolled out across 115 countries. The PMO will provide services like benefit management, resource management, financial management, governance, stakeholder management, and change management. It will use a functional model to categorize projects into programs by region or technology. The PMO will go through phases of planning, implementing, and managing the program. Key deliverables include governance plans, reports, charters, and roll-out plans. Performance will be measured based on metrics like ROI, resource utilization, and benefits alignment. The PMO team structure consists of a Program Manager, Senior Consultants, and
Spi for sm es 2015 overview-v2.0
SPI for SMEs 2015 Overview
- SMEs Program Overview & History
- Program Benefits & Services
- Program Road map & High Level Timelines
- Program Commitments & Success factors
P30 information management system webinar
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
Faheem- CV
Faheem Ahmed Shariff is a quality analyst and process analyst with nearly 6 years of experience implementing six sigma at various industries. He has extensive experience analyzing metrics, conducting root cause analysis, and implementing best practices. He is skilled at statistical analysis and using tools like control charts, Pareto analysis, and fishbone diagrams to identify issues, improve processes, and reduce defects. He is also experienced in process automation, documentation, auditing, and driving continuous improvement initiatives.
Tough projects keeping them on course -1- mike mellin 02-18-16
This document provides guidance on keeping projects on course and achieving success. It emphasizes the importance of teamwork, having a clear project plan and scope, effective communication, budget management, and using tools to track progress. Key factors that can lead to project failure if not managed properly include scope creep, poor resource allocation, lack of communication, and not having a risk management plan. The document outlines elements that should be included in a project charter and management plan, and stresses the value of regular communication through meetings and reports to stakeholders.
All About Business Analyst Becoming a successful BA
We are the leaders in providing Role-Specific training and e-learning solutions for individuals and corporations. Our curriculums are based on real-time job functions as opposed to being product-based.specialized and innovative global expert IT Training and Consulting services
MuleSoft's Approach to Driving Customer Outcomes
MuleSoft's approach to driving customer outcomes centers around three pillars: business outcomes, technology delivery, and organizational enablement. They provide six paths for customers to focus on along with playbooks for each path. The goal is to establish a foundation, build to scale, plan for success, and measure impact. MuleSoft offers services like Catalyst Launch to help customers deploy Anypoint Platform, implement initial use cases, build a Center for Enablement, and develop dashboards and KPIs. They work closely with customers to ensure success through customized delivery approaches, offerings, and engagement styles.
Sap
SAP R3, S4 HANA, FIORI Training Course at Zabeel Institute – Dubai | Abu Dhabi | Sharjah
We have the tools you need to be successful in your line of business.
• Gain insight across all business processes
• Make better commercial decisions to drive profitability
• Automate your processes for faster, accurate reporting
• Harness the latest technology – including cloud, in-memory, analytics and mobile
• SAP MATERIALS MANAGEMENT - MM
• SAP PRODUCTION PLANNING
• SAP LOGISTICS
• SAP SALES AND DISTRIBUTION - SD
• SAP S4 HANA (SIMPLE FINANCE, SIMPLE LOGISTICS, ABAP,SUCCESS FACTORS)
• SAP FIORI
For more information on SAP R3, S4 HANA FIORI: http://bit.ly/38sC9R8
Call: 00971 4 3974905
Whatsapp:- +971508429092 / +971505358421
Email: mail@zabeelinstitute.ae
Training on ASAP Methodology.ppt
The document provides an overview of SAP's ASAP (Accelerated SAP) methodology for SAP implementations. It discusses the history and benefits of the ASAP methodology, and describes the six phases of an ASAP implementation project: Project Preparation, Business Blueprint, Realization, Final Preparation, Go-Live and Support, and Run SAP. For each phase, it outlines the purpose, deliverables, milestones, and activities, and discusses the roles of functional and technical consultants. The presentation provides examples of documents used in each phase such as process diagrams, test cases, and data migration templates.
Ayman Zedan CV
Ayman Nasr Elhady Zedan has over 22 years of experience in supply chain management, including 4 months as an E2E Supply Chain Synchronization and Capability Manager. He previously held various leadership roles at Procter & Gamble in supply planning, ERP implementation, inventory management, and production execution across Africa, the Middle East, India, and Central and Eastern Europe. Zedan aims to deliver breakthrough business growth and profitability through people, processes, and systems.
Ayman Zedan CV
Ayman Nasr Elhady Zedan has over 22 years of experience in supply chain management, including 4 months as an E2E Supply Chain Synchronization and Capability Manager. He previously held various leadership roles at Procter & Gamble in supply planning, ERP implementation, inventory management, and production execution across Africa, the Middle East, India, and Central and Eastern Europe. Zedan aims to deliver breakthrough business growth and profitability through people, processes, and systems.
2005.04.04.cpp.project.management.adb
The document describes the project cycle and performance management system used by the Asian Development Bank (ADB). It includes key stages in the project cycle from identification to closure. Several important documents are produced along the cycle, including the project concept paper, PPTA paper, project design report, review report and recommendation of the president, project administration memorandum, and project completion report. The document provides checklists to ensure quality in the preparation of key documents. It aims to be a quick reference guide for staff on ADB's project cycle and performance management.
PMO Services خدمات مكتب إدارة المشاريع
هذه المحاضرة تتحدث عن خدمات مكتب إدارة المشاريع
PMO Services.
حيث قمت باختيار أغلب الخدمات المشتركة التي تقدمها مكاتب إدارة المشاريع
PMOs
لزبائنها والذين يتنوعون من مدراء مشاريع او برامج او محافظ إلى مدراء مؤسسات او إدارات إلى قيادة عليا في المؤسسات مرورا بالمقاولين والاستشاريين.
حددت قرابة ال 32 خدمة تقدمها مكاتب إدارة المشاريع
PMOs
وقمت بتوزيعها إلى 5 مجموعات تندرج تحتها هذه التصنيفات.
هذه المحاضرة مفيدة لمن يريد الولوج لتخصص مكاتب إدارة المشاريع ومعرفة دور هذه المكاتب والخدمات التي يقدمها بل يمكن ان تكون مفيدة لأسئلة المقابلات الشخصية لوظائف المشاريع والعمل الاستشاري.
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018
Presented by Michelle Durkin, Head of Programme Management Office, The Institute of Cancer Research
Presentation Synopsis: Michelle shares with you her journey so far in establishing a PMO, the challenges faced and where she found support along the way in designing and implementing the new function.
Michelle attended the first UK PMO Practitioner course ran by Wellingtone which provided her with tools to design an approach in how to deliver a new PMO. The approach was validated at Project Management Day Of Service and the PMO is now well on its way to meeting the requirements originally identified.
Ayman Zedan CV
Ayman Nasr Elhady Zedan is a Regional Supply Chain Director with over 22 years of experience at Procter & Gamble. He currently serves as the Middle East and Africa Fabriccare Category Supply Chain Manager. Previously, he held various leadership roles related to ERP, planning, inventory management, and supply chain operations across Africa, the Middle East, Central and Eastern Europe regions. He has a proven track record of delivering cost savings, improving cash flow, and enhancing productivity through initiatives like lean implementation and supply network optimization.
About the PMP Credential
An introductory slide to the Project Management Professional (PMP) Credential by Project Management Institute, USA
Similar to Skeleton for EPMO roll out for large enterprises (20)
Using Earned Value Management Concepts to Improve Commercial Project Performance
Using Earned Value Management Concepts to Improve Commercial Project Performance
Tough projects keeping them on course -1- mike mellin 02-18-16
Tough projects keeping them on course -1- mike mellin 02-18-16
All About Business Analyst Becoming a successful BA
All About Business Analyst Becoming a successful BA
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018
The Institute of Cancer Research - Our PMO Journey - FuturePMO 2018
Recently uploaded
Public Speaking Tips to Help You Be A Strong Leader.pdf
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
一比一原版(QU毕业证)皇后大学毕业证如何办理
QU本科学位证成绩单【微信95270640】《皇后大学毕业证书原版制作QU成绩单》【Q微信95270640】《仿制QU毕业证成绩单皇后大学学位证书pdf电子图》，A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径，但认证只是个体行为，不是所有留学生都操作，所以没有办理认证的留学生的学历在国内也是查询不到的，他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单，就有了使用价值。
实体公司，专业可靠，办理加拿大毕业证|办美国成绩单|做德国文凭学历认证|办新西兰学位证，办澳洲文凭认证，办留信网认证（网上可查，实体公司，专业可靠）铸就十年品质！信誉！实体公司！
文凭办理流程：
1客户提供办理信息：姓名生日专业学位毕业时间等（如信息不确定可以咨询顾问：微信95270640我们有专业老师帮你查询）；
2开始安排制作毕业证成绩单电子图；
3毕业证成绩单电子版做好以后发送给您确认；
4毕业证成绩单电子版您确认信息无误之后安排制作成品；
5成品做好拍照或者视频给您确认；
6快递给客户（国内顺丰国外DHLUPS等快读邮寄）。
7完成交易删除客户资料
高精端提供以下服务：
一：皇后大学皇后大学毕业证文凭证书全套材料从防伪到印刷水印底纹到钢印烫金
二：真实使馆认证（留学人员回国证明）使馆存档
三：真实教育部认证教育部存档教育部留服网站可查
四：留信认证留学生信息网站可查
五：与学校颁发的相关证件1:1纸质尺寸制定（定期向各大院校毕业生购买最新版本毕,业证成绩单保证您拿到的是鲁昂大学内部最新版本毕业证成绩单微信95270640）
A.为什么留学生需要操作留信认证?
留信认证全称全国留学生信息服务网认证,隶属于北京中科院。①留信认证门槛条件更低,费用更美丽,并且包过,完单周期短,效率高②留信认证虽然不能去国企,但是一般的公司都没有问题,因为国内很多公司连基本的留学生学历认证都不了解。这对于留学生来说,这就比自己光拿一个证书更有说服力,因为留学学历可以在留信网站上进行查询!
B.为什么我们提供的毕业证成绩单具有使用价值？
查询留服认证是国内鉴别留学生海外学历的唯一途径但认证只是个体行为不是所有留学生都操作所以没有办理认证的留学生的学历在国内也是查询不到的他们也仅仅只有一张文凭。所以这时候我们提供的和学校颁发的一模一样的毕业证成绩单就有了使用价值。娃拒绝父亲送说往车上一躺就等着下车决无丢失的道理有手机在身联系也方便再说他都岁了还有大半车的小伙伴相伴他不怕在父亲千叮咛万嘱咐中山娃依依不舍地爬上车朝窗外不住地挥手别了父亲别了父亲的城别了我的暑假生活我的城市生活望着窗外挥舞的大手还有那张微驼的背一向坚强的山娃禁不住泪如雨下当我坐下来想写这封信时“感恩两字在我脑海中回旋很幸运我有这样的机会能将埋在心底深深的感激之情得以表达从婴儿的“哇哇坠地到哺育听
Ganpati Kumar Choudhary Indian Ethos PPT.pptx
Ganpati Kumar Choudhary Indian Ethos PPT.pptx, The Dilemma of Green Energy Corporation
Green Energy Corporation, a leading renewable energy company, faces a dilemma: balancing profitability and sustainability. Pressure to scale rapidly has led to ethical concerns, as the company's commitment to sustainable practices is tested by the need to satisfy shareholders and maintain a competitive edge.
在线办理(Murdoch毕业证书)莫道克大学毕业证电子版成绩单一模一样
学校原件一模一样【微信：741003700 】《(Murdoch毕业证书)莫道克大学毕业证电子版成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Comparing Stability and Sustainability in Agile Systems
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Enriching engagement with ethical review processes
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Addiction to Winning Across Diverse Populations.pdf
A anaysis dedicated to identify the addiction on winniing by diverse population
Resource-mobilization-guide-for-community-based-organizations1.pdf
resource mobilization guidebook for comminute based organizations
20240608 QFM019 Engineering Leadership Reading List May 2024
Everything I found interesting about Engineering Leadership in May 2024
Strategic Org Design with Org Topologies™
Org Design is a core skill to be mastered by management for any successful org change.
Org Topologies™ in its essence is a two-dimensional space with 16 distinctive boxes - atomic organizational archetypes. That space helps you to plot your current operating model by positioning individuals, departments, and teams on the map. This will give a profound understanding of the performance of your value-creating organizational ecosystem.
Make it or Break it - Insights for achieving Product-market fit .pdf
This presentation was used in talks in various startup and SMB events, focusing on achieving product-market fit by prioritizing customer needs over your solution. It stresses the importance of engaging with your target audience directly. It also provides techniques for interviewing customers, leveraging Jobs To Be Done for insights, and refining product positioning and features to drive customer adoption.
原版制作(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单一模一样
学校原件一模一样【微信：741003700 】《(CDU毕业证书)查尔斯达尔文大学毕业证PDF成绩单》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
12 steps to transform your organization into the agile org you deserve
During an organizational transformation, the shift is from the previous state to an improved one. In the realm of agility, I emphasize the significance of identifying polarities. This approach helps establish a clear understanding of your objectives. I have outlined 12 incremental actions to delineate your organizational strategy.
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi, also known as S Ravi, is a distinguished Chartered Accountant and former Chairman of the Bombay Stock Exchange (BSE). As the Founder and Managing Partner of Ravi Rajan & Co. LLP, he has made significant contributions to the fields of finance, banking, and corporate governance. His extensive career includes directorships in over 45 major organizations, including LIC, BHEL, and ONGC. With a passion for financial consulting and social issues, S Ravi continues to influence the industry and inspire future leaders.
The Management Guide: From Projects to Portfolio
A presentation on mastering key management concepts across projects, products, programs, and portfolios. Whether you're an aspiring manager or looking to enhance your skills, this session will provide you with the knowledge and tools to succeed in various management roles. Learn about the distinct lifecycles, methodologies, and essential skillsets needed to thrive in today's dynamic business environment.
在线办理(UVic毕业证书)维多利亚大学毕业证录取通知书一模一样
学校原件一模一样【微信：741003700 】《(UVic毕业证书)维多利亚大学毕业证》【微信：741003700 】学位证，留信认证（真实可查，永久存档）原件一模一样纸张工艺/offer、雅思、外壳等材料/诚信可靠,可直接看成品样本，帮您解决无法毕业带来的各种难题！外壳，原版制作，诚信可靠，可直接看成品样本。行业标杆！精益求精，诚心合作，真诚制作！多年品质 ,按需精细制作，24小时接单,全套进口原装设备。十五年致力于帮助留学生解决难题，包您满意。
本公司拥有海外各大学样板无数，能完美还原。
1:1完美还原海外各大学毕业材料上的工艺：水印，阴影底纹，钢印LOGO烫金烫银，LOGO烫金烫银复合重叠。文字图案浮雕、激光镭射、紫外荧光、温感、复印防伪等防伪工艺。材料咨询办理、认证咨询办理请加学历顾问Q/微741003700
【主营项目】
一.毕业证【q微741003700】成绩单、使馆认证、教育部认证、雅思托福成绩单、学生卡等！
二.真实使馆公证(即留学回国人员证明,不成功不收费)
三.真实教育部学历学位认证（教育部存档！教育部留服网站永久可查）
四.办理各国各大学文凭(一对一专业服务,可全程监控跟踪进度)
如果您处于以下几种情况：
◇在校期间，因各种原因未能顺利毕业……拿不到官方毕业证【q/微741003700】
◇面对父母的压力，希望尽快拿到；
◇不清楚认证流程以及材料该如何准备；
◇回国时间很长，忘记办理；
◇回国马上就要找工作，办给用人单位看；
◇企事业单位必须要求办理的
◇需要报考公务员、购买免税车、落转户口
◇申请留学生创业基金
留信网认证的作用:
1:该专业认证可证明留学生真实身份
2:同时对留学生所学专业登记给予评定
3:国家专业人才认证中心颁发入库证书
4:这个认证书并且可以归档倒地方
5:凡事获得留信网入网的信息将会逐步更新到个人身份内，将在公安局网内查询个人身份证信息后，同步读取人才网入库信息
6:个人职称评审加20分
7:个人信誉贷款加10分
8:在国家人才网主办的国家网络招聘大会中纳入资料，供国家高端企业选择人才
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson stands out as a dynamic leader in the residential construction industry. With a solid reputation built on his exceptional communication and presentation skills, Colby has proven himself to be an excellent team player, fostering a collaborative and efficient work environment.
Recently uploaded (20)
Public Speaking Tips to Help You Be A Strong Leader.pdf
Public Speaking Tips to Help You Be A Strong Leader.pdf
Comparing Stability and Sustainability in Agile Systems
Comparing Stability and Sustainability in Agile Systems
Enriching engagement with ethical review processes
Enriching engagement with ethical review processes
Addiction to Winning Across Diverse Populations.pdf
Addiction to Winning Across Diverse Populations.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
Resource-mobilization-guide-for-community-based-organizations1.pdf
20240608 QFM019 Engineering Leadership Reading List May 2024
20240608 QFM019 Engineering Leadership Reading List May 2024
Make it or Break it - Insights for achieving Product-market fit .pdf
Make it or Break it - Insights for achieving Product-market fit .pdf
12 steps to transform your organization into the agile org you deserve
12 steps to transform your organization into the agile org you deserve
Employment Practices Regulation and Multinational Corporations
Employment Practices Regulation and Multinational Corporations
Leadership Ethics and Change, Purpose to Impact Plan
Leadership Ethics and Change, Purpose to Impact Plan
Sethurathnam Ravi: A Legacy in Finance and Leadership
Sethurathnam Ravi: A Legacy in Finance and Leadership
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Colby Hobson: Residential Construction Leader Building a Solid Reputation Thr...
Skeleton for EPMO roll out for large enterprises
- 1. <ORG> GLOBAL EPMO STRATEGIC ROADMAP
- 2. STRATEGIC ALIGNMENT <ORG> EPMO Roadmap EPMO Steady- State Revenue Stream Tool Customization & development Revenue stream <ORG> Satellite / Dept. PMO Roadmap Steady- State Revenue Stream Tool Customization & Development Revenue Stream Reporting /BI Revenue Stream Tools & Process framework Work Pipeline foresight Demonstrate d Strategic Planning Support MS Project Server Customization, ISV & Volume Licensing Benefits
- 3. EPMO GOVERNANCE MODEL Global PMO / EPMO Satellite PMO Satellite PMO Satellite PMO Satellite PMO Charter: 1- Strategic goals 2- Enterprise Reporting Guidelines 3- Standards 4- Performance objectives 5- Maturity objectives Charter: 1- Strategic Alignment (project prioritization) 2- Enterprise Reporting Implementation 3- Initiative Level Reporting 4- Project Reporting Guidelines 5- Standards Implementation 6- Mentoring 7- PMO Control
- 4. GLOBAL EPMO CHARTER • STRATEGIC GOALS • ENTERPRISE REPORTING GUIDELINES • STANDARDS • PERFORMANCE OBJECTIVES • MATURITY OBJECTIVES
- 5. GLOBAL EPMO TASKS • PORTFOLIO DEFINITION • STRATEGIC PORTFOLIOS • PRODUCT LINE/SERVICES PORTFOLIOS (SCM) • STRATEGIC OBJECTIVES • KPI DEFINITION • PLC*, REVIEWS & APPROVALS SOPS DEFINITION • ROI TRACKING??? <MILESTONES?> • GUIDELINES FOR PROGRESSIVE PERFORMANCE ENHANCEMENT / INCREASED ROI * PLC: Project Life Cycle SOPs: Standard Operating Procedures
- 6. GLOBAL EPMO MILESTONES • UNIFIED EPM INFRASTRUCTURE • PORTFOLIOS ALIGNMENT & MAPPING • PERFORMANCE BENCHMARKS ESTABLISHMENT • PERFORMANCE REPORTING ESTABLISHMENT • STANDARDIZED PMO PROCESSES • PROJECT PRIORITIZATION PROCESS • FORECASTING ??? • CAPACITY PLANNING / RESOURCE POOL PLANNING • PERFORMANCE & MATURITY MILESTONES… • STRATEGIC OBJECTIVES DETERMINATION & ALIGNMENT
- 7. Reporting Objective 2012 2013 2014 2015 2016 2017 2018 2019 GLOBAL EPMO ROADMAP Portfolio Definition Portfolio Alignment Project Prioritization Process Maturity Dimensions Assessment of Current Level Goals for Next Level Standards Standards Standards Standards KPI Definition Measurement Approach ROI Improvement
- 8. SATELLITE PMO CHARTER • STRATEGIC ALIGNMENT (PROJECT PRIORITIZATION) • ENTERPRISE REPORTING IMPLEMENTATION • INITIATIVE LEVEL REPORTING • PROJECT REPORTING GUIDELINES • STANDARDS IMPLEMENTATION • PM COMMUNITY OF PRACTICE SUPPORT & MENTORING • PMO CONTROL • OPERATIONALIZATION OF PERFORMANCE OBJECTIVES / ROI IMPROVEMENT
- 9. SATELLITE PMO TASKS • PORTFOLIO ALIGNMENT FOR PROPOSALS, PROJECTS & PROGRAMS • KPI TRANSLATION AND MAPPING • PLC SOPS* IMPLEMENTATION & AUDIT • PMO TRAININGS • PMO WORKSHOPS * PLC SOPs: Project Life Cycle Standard Operating Procedures
- 10. SATELLITE PMO MILESTONES • EFFORT BASED ESTIMATION • ACTUALS (START-END) TRACKING • CAPACITY PLANNING / RESOURCE POOL PLANNING • RESOURCE CALENDARS • REAL-TIME PROGRESS TRACKING • EVM TRACKING • BUDGET INTEGRATION??? • EFFORT ESTIMATION AUTOMATION • ANALYTICS • IMPROVED ROI • IMPROVED BUDGET UTILIZATION • IMPROVED RESOURCE UTILIZATION • DECREASED REWORK • DECREASED RISK CONTINGENCY BUDGET
- 12. GLOBAL-TO-SATELLITE PMO CHARTER MAPPING Global EPMO Satellite PMO
- 13. GLOBAL-TO-SATELLITE PMO MILESTONES MAPPING Global EPMO Satellite PMO