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The Virtual PMO

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Jerry Manas
Jerry Manas

Consultant and author Jerry Manas shares his slide deck on The Virtual PMO, based on three interconnected trends happening in the workplace today: virtual teams; small-or-zero-staff PMOs; and a much broader and strategic role for today's PMO. Visit Jerry's website at www.marengogroup.com.

BusinessTechnology
1 of 25
The Virtual PMO Jerry Manas [email_address]
An Emerging Concept The Virtual PMO
The Perfect Storm: 3 Growing Trends Virtual Teams (Dispersed Stakeholders) Small or Matrixed PMOs (Less Staff) PMO 2.0 (Broader Role)
The Perfect Storm: 3 Growing Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],* Term coined by Terry Doerscher of Planview
The incredible shrinking (and growing) PMO!
Can a PMO serve and influence geographically dispersed stakeholders with minimal or no support staff?
Virtual PMO Trends ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
โ€œ Vision without execution is a hallucination.โ€ - Thomas Edison Expanding PMO Sphere of Influence New PMO Sphere of Influence
Supporting the Portfolio and Program Mgt Processes ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Talk about doing more with less!!! Are we prepared? Overwhelmed?
Some unique opportunities awaitโ€ฆif we step forwardโ€ฆ
[object Object],[object Object],[object Object],[object Object],The essence of a successful PMO I 3 Themes for Success
Distributed PMO Approach ,[object Object],[object Object],[object Object],[object Object],Hub = local manager, PMO, or PM PMO Hub Hub Hub ,[object Object],[object Object],[object Object],[object Object],[object Object]
* Based on Fons Trompenaars and Charles Hampden-Turner model in 21 Leaders for the 21 st Century Improvement of Activity Improvement of Knowledge GLOBAL PMO LOCAL Managers, PMOs or PMs The โ€œThrough-Throughโ€ Relationship A Helical Progression toward Better Knowledge of Better Activities* PMO as Knowledge Broker
Together, everybody benefitsโ€ฆ
[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Global/Divisional Considerations Which factors make one project more valuable than another? Q: Can weighting vary throughout the organization?
Virtual Team Considerations Leading with Teams
3 Success Factors of ANY Virtual Team Engagement Governance Technology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Some hints from a recent studyโ€ฆ
The #1 thing people like about working virtually: Flexibility A close #2: Efficiency Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
The #1 thing people dislike about working virtually: Isolation (The Mushroom Effect) A close #2: Lack of work/life boundaries Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
The #1 barrier to adoption for social technology: Vulnerability A close #2: Individual Work Preference Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
7 Ingredients for Virtual PMO Success ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
โ€œ The ability to simplify means to eliminate the unnecessary so that the necessary may speak.โ€ - Hans Hoffman
For More Information ,[object Object],[object Object],[object Object],[object Object],www.pmthink.com Jerryโ€™s books are available where books are sold or at www.rmcproject.com .

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The Virtual PMO

  • 1. The Virtual PMO Jerry Manas [email_address]
  • 2. An Emerging Concept The Virtual PMO
  • 3. The Perfect Storm: 3 Growing Trends Virtual Teams (Dispersed Stakeholders) Small or Matrixed PMOs (Less Staff) PMO 2.0 (Broader Role)
  • 4.
  • 5. The incredible shrinking (and growing) PMO!
  • 6. Can a PMO serve and influence geographically dispersed stakeholders with minimal or no support staff?
  • 7.
  • 8. โ€œ Vision without execution is a hallucination.โ€ - Thomas Edison Expanding PMO Sphere of Influence New PMO Sphere of Influence
  • 9.
  • 10. Talk about doing more with less!!! Are we prepared? Overwhelmed?
  • 11. Some unique opportunities awaitโ€ฆif we step forwardโ€ฆ
  • 12.
  • 13.
  • 14. * Based on Fons Trompenaars and Charles Hampden-Turner model in 21 Leaders for the 21 st Century Improvement of Activity Improvement of Knowledge GLOBAL PMO LOCAL Managers, PMOs or PMs The โ€œThrough-Throughโ€ Relationship A Helical Progression toward Better Knowledge of Better Activities* PMO as Knowledge Broker
  • 16.
  • 17. Virtual Team Considerations Leading with Teams
  • 18.
  • 19. Some hints from a recent studyโ€ฆ
  • 20. The #1 thing people like about working virtually: Flexibility A close #2: Efficiency Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
  • 21. The #1 thing people dislike about working virtually: Isolation (The Mushroom Effect) A close #2: Lack of work/life boundaries Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
  • 22. The #1 barrier to adoption for social technology: Vulnerability A close #2: Individual Work Preference Early Survey Indicators: High Performing Virtual Teams , Manas, Aldridge, Ring, 2008/2009
  • 23.
  • 24. โ€œ The ability to simplify means to eliminate the unnecessary so that the necessary may speak.โ€ - Hans Hoffman
  • 25.