Heard about Power BI but not sure what it’s all about? At this year’s PMO…
The Early Bird Rate is now available to book – giving you a saving of 25% from the full ticket price.
The rate is available until the 3rd April when the full programme is released.
Is your PMO ready to DANCE? Are you geared to deal with the reality of today’s DANCE [Dynamic | Ambiguous | Nonlinear | Complex | Emergent] business and project environment? Is your PMO stuck in 19th & 20th Century mindset? Is it perceived as the blocker, or enabler of agility and innovation? Find out how to remain relevant in the midst of turbulence and disruption. Learn to provide value and impact, and create viral customers and happy stakeholders. This engaging keynote will shift your perspective and provide new insights to take your PMO to the next level.
Need to effectively communicate a data-driven business case? Keep people energized and engaged while sharing a bunch of numbers? Are you trying to transform a pile of statistical information into something that’s meaningful and gets people to do something different or make a decision?
It’s not enough to wrap graphics and fancy visualizations around data and deliver them in a slick package. All data has a voice. How do you get it to speak? First, you need to extrapolate meaning from it, and then you must transform this meaning — these insights — into compelling stories that moves people to shift their thinking or change their behavior.
Learn what’s needed to storify data and information to more quickly get your point across — and spark action.
Geoff Crane of Adaptimist Insights presents a rousing narrative about the importance of emotional and social stewardship within the PMO. Conventional wisdom for any P3M initiative favours metrics and measurements as vehicles for delivery. Tensions may still run high, however, and a “just-the-facts” approach to management can push risky emotional decisions into the shadows. Left unchecked, twitchy stakeholders and disgruntled project managers can easily call the PMO’s mandate into question.
According to Crane: “Many PMO leaders get frustrated because they find themselves constantly defending their organisation’s purpose.” He continues, “It’s easy to forget that while PMOs perform their work using the language of science and analysis, their very existence is predicated on objectives with emotions at their core. Embracing and dissecting these emotions gives the PMO Manager tools to influence individual goals and objectives such that they align with those of the organisation.”
Attendees will come away with a deeper appreciation of the human elements of a PMO, as well as some tools with which to steer them. If you have ever struggled to convince stakeholders why they need your organisation, or fought to pull different business units together to work towards a common goal, you won’t want to miss this keynote.
Looking to achieve a balanced PMO? In this presentation, you will learn how to use maturity models and dashboards to track and report strategic and projected value. Come join us as Bill talks about the current project trade-off matrix, develops PMO maturity models, and then finished off with PMO Dashboards and reporting. This is a jammed full session where participants will take home tools they can start using immediately at their companies.
Susie is the Head of PMO and Change at the Open University, this session, following the Open University’s recent award for PMO of the Year from the Association for Project Management is both a reflective and proactive look at the role of the Open University PMO as it transitioned from project support to a strategic partner; the lynch pin to their £100million change portfolio.
The session will explore how the OU PMO chose to act as a catalyst for change, their role in using change management as an essential component to project and PMO success, and how they actively challenged blocking behaviours.
Organisations that excel at investing in change use a goals-driven portfolio. They prioritise their goals, invest more in their priority goals, and choose projects that can achieve those priorities as efficiently as possible.
A goals-driven portfolio provides the foundation for agile investment decisions. As rapidly as the market changes, as new ideas emerge, and as today’s projects vary in their probabilities of success, business leaders and portfolio managers can re-appraise the organisation’s investment choices. They can decide what to keep the same in the portfolio and what needs to change – to achieve the goals they are investing in, at the speed they need to achieve them, and with the least possible risk.
In this presentation based entirely on Chris’s hands-on work with organisations worldwide, he will use the Four Generations of Change Portfolio to highlight the essential differences between a projects-driven and goals-driven portfolio. He will explain how the value of Portfolio Managers multiplies with each transformation from one generation to the next, and why sustainable success depends on knowing and influencing the organisation’s “investment culture”.
This is first-hand research and learning from over 20 years of work, initially as a portfolio manager within an organisation and then from 18 years of working with business leaders and portfolio managers, in diverse countries, cultures and organisations.
The increasing exposure of agile methodologies has raised the subject of servant leadership (706,000 hits on Google!). However, the level of understanding of servant leadership remains low and needs to be raised if the PMO are going to gain real value from it. Unknowingly, many PMO already operate as servant leaders but are often focusing on the servant element rather than the leadership role. There is a real and present opportunity to grab this chance to position the PMO better for the future but we need the right leaders. In this session Richard shares his insights into how PMO practitioners can utilise servant leadership skills, behaviours and characteristics to increase their own performance as well as that of their organisation.
This session kicks off with the basic positioning of PMOs and Agile projects, then exploring how “Governance” “Agile” and “PMO” can combine to work effectively together in a world where Agile is becoming the “norm”.
What is needed to build a good working relationship from the start? Barbara will talk about how to set things up from the start for an effective working relationship between the PMO and the Agile teams based on some real-life examples. The session will also cover how to make full use of Agile’s transparency to build effective communication between the Agile teams and the PMO, and the PMO and senior stakeholders.
Finally the session will also cover the issue of reporting on Agile projects, the “Who”, “How”, “When” “Where” and “Why”
As organisations consider the success, or lack of success, of their projects, individuals within the organisation get together to begin to solve the problem, and as we know, it’s often in these tougher times that the idea of implementing a PMO is born. Early on, there’s often good buy-in from stakeholders across the organisation. However, when the scale of the effort and the costs become apparent, previously-supportive stakeholders can become unsure of the value, and the idea of actually creating a fully-functioning PMO can fall flat. In this session, Neil will combine 15 years’ experience in the Project Management industry with my extensive sales skills to show the audience how to “sell” the PMO to a range of internal stakeholders.
The session includes:
Agile projects are predicated around satisfying “…the customer through early and continuous delivery of valuable software”. This means that instead of the traditional approach of delivering benefit at the end of a project, benefit (value) is delivered regularly throughout the project. This session looks at what that means for PMO teams who are tracking benefit delivery.
Or is there another solution? Organisations struggle to capture and apply the lessons learned from project delivery. It remains a wicked problem for our profession, yet it holds the key to a step change in project delivery productivity. Having collated over 15,000 lessons learned from a wide range of organisations Martin has identified a significant variance in how lessons are identified, captured and leveraged. Are we approaching the point where we abandon conventional approaches because they are failing to deliver quantifiable results?
This session will provide insights into:
Whilst coaching has in fact existed in business over the years its often been limited to niche areas such as Executive Coaching, Sales Coaching and Career Coaching.
In project management and more specifically PMO we don’t often associate our role with coaching which is such an untapped opportunity.
In this presentation we will explore the coaching in its simplest form. By understanding what coaching is ( and isn’t) we can delve deeper to recognise and appreciate where as PMO leaders we can really have an impact on not only ourselves but our project teams.
When we step outside that PMO box and recognise the role we play as unintentional coaches we can then move from mindless to mindful; unintentional to intentional which can in turn benefit your colleagues and business through improved engagement and performance.
What is Digital? And why is it delivered so differently to traditional project approaches?
The Digital PMO has to ‘think differently’ and more importantly act differently whilst maintaining some of the core attributes associated with the value of traditional PMO’s.
The Digital PMO supports Digital Transformation in understanding the environment and creating the right mix of teams, governance and process across both Agile and Waterfall approaches.
As organisations make greater use of agile project management, the PMO often asks how can it manage both agile and traditional projects. What are the processes and what is the data required? The Lean-Agile PMO was born to fill this need. It is PMO with a new emphasis; focussing on making all projects go faster and deliver more securely.
This interactive session will give practical illustrations of a Lean-Agile PMO in action. By showing how a PMO can undertake a Red-Amber-Green analysis for agile projects and then how to use agile project radiators to create meaningful status reports. The lessons learned from this session can be applied to agile and waterfall projects.
Angelina Rizza and Eileen Roden
This session introduces the new PMO Competency Framework, launched specifically at the PMO Conference 2018 and is the only Competency Assessment Framework to focus specifically on the PMO as a profession and has also been developed by the profession. The initiative, sponsored by the PMO Flashmob, has been developed by a team of volunteers, expert in the definition and creation of high performing PMO services across sector and industries, supported by specialists in Competency Framework development and implementation.
Always staying true to the values of the PMO Flashmob, the project has been community led with crowd contribution and review at every possible opportunity. Discover how this has provided rich data and also interesting challenges for the project from Angelina and allow Eileen to share the foundations of YOUR competency framework demonstrating our progress and success to date.
Finally PMO practitioners at all levels in their careers will have access to a Competency Framework to be able to assess and subsequently develop PMO practitioners against an industry standard. Come and see how this can make a difference and as our project progresses, how you will be able to turn what was previously “I wish” rhetoric into real planning and development for your PMO and your own career.
As organisations consider introducing a more agile way of working in project delivery, what does that mean for the traditional PMO? In this session, Henny uncovers the transitional steps an organisation takes to agility and where the PMO fits into that. Starting with the traditional project setup using a permanent PMO (portfolio level) and a temporary PMO (project level) he explores the first steps with the introduction of agile teams and what that means for the project manager and PMO.
With the introduction of different agile frameworks such as Nexus, SoS, SAFe, LeSS etc the PMO needs to understand and consider how to incorporate and coordinate between the agile teams and senior management.
With new delivery roles emerging such as Integration Manager, Roadmap Manager /Release Train Engineer, Product Managers and Product Owner and the creation of an hybrid project organisation, the position and role of the permanent PMO in an agile world is also changing. With a focus on portfolio management and Centre of Excellence PMO models, a new function for a PMO in an agile world is the up/down scaling of agile teams as the strategy and portfolio changes. Henny covers this new function and provides other insights into how the PMO has to change if it wants to play a proactive part of making the transition towards a more agile organisation a success.
Chris Ward & Gero Renker
Find out how the Nottingham Trent University PMO has transformed ICT project delivery. The PMO recognized typical challenges such as lack of visibility, inefficient manual reporting processes, inability to manage resource demand, engaging stakeholders at all levels.
Within a year of implementing Project Online with Power BI coupled with process review, governance and focus on user adoption the department is fundamentally transformed.
This session will describe the journey, the benefits achieved and how the PMO will use the momentum gained to achieve even greater things.
Please, note that the programme is subject to change, and will be updated continuously up to the conference
Heard about Power BI but not sure what it’s all about? At this year’s PMO…