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The webinar details some useful information about the PMO concepts and it explains why there are myths that can destroy the PMO value. Furthermore, the main point is offering ideas to help designing a PMO truly committed to creating value. The presented content is the result of the work of the most notable research and on the experience of a large group of experienced PMO leaders in the world who manage PMOs on their day-by-day.
Este webinar muestra los objetivos de las PMOs en los ambientes organizacionales de hoy en día, definiendo las funciones para que se logre entregar valor real, y haciendo un cambio en los paradigmas de monitoreo y seguimiento a través de la gestión de indicadores y KPIs.
Today, there is plenty of program/project management methodology around (Waterfall, PRINCE2, Agile, …). They all have 1 thing in common (which is also their biggest shortcoming): it’s essentially a “hard” approach: a combination of structures, steps, controls, procedures, KPIs … to make people do what they should do in the program/project.
Strategic program management integrates the dimensions of strategy, people, process, technology, structure, and measurement. This webinar illustrates a proven, agile-centric, strategic program management road map that can be utilized to plan, execute, and sustain the expected outcomes of any business transformation.
PMI’s Pulse of the Profession study shows that poor requirements management is a primary cause of project failure. Learn about the latest trends on the state of organization project, program and portfolio management.
In this webinar, we’ll share the experiences and lessons of resurrecting a defunct Project Management Office and how, using a PMI-based approach coupled with an emphasis on relationship building, we were able to drive a dramatic turnaround in only a matter of months and set the client on track for continual growth.
Organizations invest a lot of time, money, and energy into developing and utilizing risk management practices as part of their project management disciplines. Yet, when you move beyond the project to the program, portfolio, PMO and even organizational level, that same level of risk command and control rarely exists. With this in mind, well-known subject matter expert and author Andy Jordan starts where most leave off. He explores risk management at the portfolio, program, and PMO levels.
Get to know PMI’s 2013 “PMO of the Year” as they share lessons learned in their evolution from Start Up to Best in Class. Leadership from Canada Health Infoway (Infoway) will highlightthe PMO Maturity Model; leveraging technology to achieve transparency and governance; and the benefit of industry metrics for benchmarking
In their quest to successfully execute their strategy, organizations across the globe have indulged in establishing units under various names from Office of Strategy Management (OSM), Project Management Office (PMO), and Organizational Change Management Unit (OCM). Many of these units have failed to achieve their intended objectives. This failure was due to the fact that short fallings within implementation of each of these standalone units hindered the realization of the main objective of executing the strategy.
The goal of companies and organizations across the world, profit or not-for-profit, is to generate benefits for stakeholders. A benefit could be an increased year-over-year return on investment or the continued improvement of a public program such as free tax information sessions. The goal is to realize the benefit set by management, but exactly how companies accomplish this is the key to achieving the benefit.
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