This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.
This document provides an overview of project management certification through the Project Management Institute (PMI). It discusses that PMI provides the Project Management Body of Knowledge (PMBOK) as a global standard for managing projects. To become PMP certified, candidates must meet experience requirements, complete project management education hours, and pass the PMP exam. The exam tests knowledge across the 10 project management knowledge areas and 5 process groups outlined in PMBOK. Finally, the document summarizes key aspects of project vs operations management and organizational structures that support project management.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Pr...PDUs2Go.com
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!
For PDU credit, visit PDUs2Go.com to get this self-paced downloadable course. Compatible with mobile learning devices.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
The document provides an overview of a training program for PMI's Project Management Professional (PMP) certification. It includes an agenda that covers an introduction to Xellentro Consulting Services, the trainer, an overview of the first chapter, course details, contact information, and testimonials. The training will cover the basics of project management concepts from the PMBOK guide including the project lifecycle, roles of a project manager, and relationships between projects, programs, and portfolios. It will provide the required 35 professional development units needed to apply for the PMP certification.
This document summarizes Americo Pinto's presentation on assessing the maturity of a PMO (Project Management Office). The presentation covers: understanding the difference between organizational project management maturity and PMO maturity; a model for assessing PMO maturity using four levels across various functions; how to use a questionnaire and online tool to evaluate a PMO's current maturity; and developing action plans to improve maturity. The goal is to help PMOs better align with stakeholders' expectations and increase the value perceived by delivering high-quality functions.
This document provides an overview of project management certification through the Project Management Institute (PMI). It discusses that PMI provides the Project Management Body of Knowledge (PMBOK) as a global standard for managing projects. To become PMP certified, candidates must meet experience requirements, complete project management education hours, and pass the PMP exam. The exam tests knowledge across the 10 project management knowledge areas and 5 process groups outlined in PMBOK. Finally, the document summarizes key aspects of project vs operations management and organizational structures that support project management.
It was my pleasure delivering “Having a PMO with an agile flavor” presentation to Adelaide, South Australia PMI Chapter on March 2015, Where I discussed the following areas:
- Revisiting Basics
- Establishing your PMO using Agile techniques
- Operating an agile PMO
- Agile PMO improvement
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Pr...PDUs2Go.com
Jennifer Whitt, PMP speaks to PMPs for PDUs on Achieving Success using the Project Management Approach!
For PDU credit, visit PDUs2Go.com to get this self-paced downloadable course. Compatible with mobile learning devices.
Provides an overall project summary which includes prepare their people leader’s role in the company’s learning culture, strengthening the leader’s abilities to support the Future of Work skill development of their team members. It also includes a project overview (objectives, planning assumptions, design concept, project outline, basic evaluation plan, and change management plan
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
The Project Management Maturity Model is a formal tool developed by PM Solutions and
used to measure an organization's project management maturity. Once the initial level of maturity and
areas for improvement are identified, the PMMM provides a roadmap, outlining the necessary steps to
take toward project management maturity advancement and performance improvement.
Levels of Project Management Maturity
Level 1: Initial Process
o Ad hoc processes
o Management awareness
Level 2: Structured Process and Standards
o Basic processes; not standard on all projects; used on large, highly visible projects
o Management supports and encourages use
o Mix of intermediate and summary-level information Estimates and schedules
based on expert knowledge and generic tools
o Project-centric focus
Level 3: Organizational Standards and Institutionalized Process
o All processes standard for all projects and repeatable
o Management has institutionalized processes
o Summary and detailed information
o Baseline and informal collection of actual data
o Estimates and schedules may be based on industry
o standards and organizational specifics
o Organizational focus
o Informal analysis of project performance.
Level 4: Managed Process
o Processes integrated with corporate processes
o Management mandates compliance
o Management takes an organizational entity view
o Solid analysis of project performance
o Estimates and schedules normally based on organization specifics
o Management uses data to make decisions
Level 5: Optimizing Process
o Processes to measure project effectiveness and efficiency
o Processes in place to improve project performance
o Management focuses on continuous improvement
The document provides an overview of a training program for PMI's Project Management Professional (PMP) certification. It includes an agenda that covers an introduction to Xellentro Consulting Services, the trainer, an overview of the first chapter, course details, contact information, and testimonials. The training will cover the basics of project management concepts from the PMBOK guide including the project lifecycle, roles of a project manager, and relationships between projects, programs, and portfolios. It will provide the required 35 professional development units needed to apply for the PMP certification.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
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
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
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.
This presentation was given by Tracy Bergamin of CGI UK Ltd to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
PMI PMO Symposium 2019 - How PMOs Can Enable Business and Organizational AgilityJoanna Vahlsing
The document summarizes a presentation on how PMOs can enable business and organizational agility. The presentation covers:
1. Mindset shifts needed for a PMO to transition from waterfall to agile approaches, including changing from project-based to product-based teams.
2. New expectations for a PMO, why a one-size-fits-all model does not work, and how hybrid approaches can benefit organizations.
3. New project management tactics like #NoEstimates and #NoProjects, and the role of the PMO in championing new ways of working to support agile adoption.
Table of ContentsEXECUTIVE SUMMARY3The mission of.docxdeanmtaylor1545
Table of Contents
EXECUTIVE SUMMARY 3
The mission of the PMO 3
PMO JUSTIFICATION 3
PMO VISION 3
PMO MISSION 3
PMO OBJECTIVES 4
PMO STAFFING 4
PMO ORGANIZATIONAL STRUCTURE 4
PMO STAKEHOLDERS 4
EXECUTIVE SUMMARY
The Project Management Office (PMO) is a service organization created for the specific purpose of supporting the Velocity Inc Information Technology (IT) departments. The mission of the PMO
Guide key (IT) projects to a successful conclusion. Create a foundation for consistent project success throughout the organization. Achieve this through development of a strong and pervasive project management discipline within the organization’s project teams.
PMO JUSTIFICATION
Project completed on time
Project completed within budget
Project product delivery passed QA testing
Meet Customers’ requirements
PMO VISION
Create a foundation within Velocity Inc IT organizations for the enhanced awareness and collaboration, increased efficiency, and more consistent delivery of the right projects at the right time with the right resources. Project teams and Project Managers are encouraged to be creative, adopt new approaches, expand their skill set and take appropriate levels of risk in their pursuit of this Vision.PMO MISSION
Customers reap the benefit of a carefully planned investment.
Project success is the norm.
Project teams are proud of their work.PMO OBJECTIVES
Establish and Facilitate Project Selection
Establish Performance Focused Project Environment
Build Project Management Discipline and Professionalism
Keep company’s management team and project management informed
Serve as company’s Authority on Project Management Methods and Practices
PMO STAFFING
Senior PMO Manager
Multiple Project managers
The PMO may also have temporary staff in the form of contracted consultants or departmental Project Managers who report via matrix on a dotted line to the PMO Director or to a PMO Project Manager. This can occur when a department:
Supplies the Project Manager but requests that the PMO indirectly manage the project
Requests this arrangement as a means of mentoring their Project Manager
PMO ORGANIZATIONAL STRUCTURE
PMO STAKEHOLDERS
Stakeholder
Relationship with PMO
Exceptions
CIO
Sponsor
Direct Supervises the PMO
IT Department
Customer
PMO will guide IT departments delivery all IT projects
Other Departments
Customer
Set PM standards and policies;
Training and Monitoring;
Delivery projects
3
PRESENTATION FOR G.C.E(O/L) STUDENTS
To Enhance the Results
TEST-01
School
Principal office
Teacher monitor
Classroom prefect
Table blackboard
Playground
ball bat
cricket football
exercise running
Children’s park
library
bank
exhibition
hotel
Warm up Activity
vocabulary-quiz-show-ppt-games_40769.ppt
2018-G.C.E(O/L)
g
a
f
i
h
d
e
j
l
b
g
e
d
a
f
story
fascinating
south
balls
seeds
shipped
planted
botanical
rubber
initial
souvenir
anything
whole
beautifu.
This document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses how OPM3 can help organizations improve project management practices at the portfolio, program, and project levels to better achieve strategic goals. The document also summarizes an assessment of three Hong Kong companies conducted using the OPM3 framework, finding their project management capabilities were more developed than program and portfolio management.
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It discusses developing a methodology called the PMO Value Ring to help PMOs better align their functions with stakeholder needs and expectations. The methodology is based on research involving over 300 PMOs and 5,000 professionals. It provides recommendations to help PMOs select appropriate functions, define effective processes, measure performance, and develop team skills in order to maximize value for their organizations.
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It provides background on Americo Pinto and his experience studying over 300 PMOs. The PMO Value Ring methodology was developed over 6 years of research with 89 PMO leaders and provides recommendations to configure a PMO in a way that generates value for an organization. It involves identifying PMO stakeholders and their expectations, selecting appropriately aligned functions for the PMO, defining processes to execute those functions, establishing metrics to monitor performance, ensuring the PMO team has the right skills, assessing maturity levels over time, and monitoring value generation through strategic indicators.
Catherine Smithson presented on measuring change maturity in organizations. She discussed why measuring maturity is important, such as to establish a baseline and track progress. Two common tools for assessing maturity are the Change Management Institute's Organizational Change Maturity Model and Prosci's Change Management Maturity Model Audit. Prosci research found that on average organizations have a maturity level of 2.59 on a 5-point scale. The presentation provided tips for conducting a successful maturity audit, such as choosing the right participants and using a facilitator to focus on discussions rather than scores.
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.
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.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас...Lviv Startup Club
Artem Bykovets: Чому люди не стають раптово кросс-функціональними, хоча в нас Agile? (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Mais conteúdo relacionado
Semelhante a Anna Kompanets: PMO Maturity and Continuous Improvement (UA)
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
The document provides guidance on setting up a new Project Management Office (PMO) within an organization. It recommends starting simply by taking 2-3 experienced project managers and establishing some basic standards and templates for project documentation, reporting, and management. Key activities for the new PMO include providing training and support to project managers, tracking project metrics and results, and continually improving project management processes. Examples of a PMO charter, project definition template, and post-mortem template are included in an appendix.
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
Using Competency Modeling to Enhance Leadership DevelopmentOnPoint Consulting
The document discusses using competency modeling to enhance leadership development. It provides an overview of how to develop competency models, integrate them into human resource processes like hiring, training, performance reviews, and promotion. It also presents a case study of how PepBoys updated their competency models to better reflect their focus on customer service, which improved customer satisfaction metrics.
14. Developing Custom Processes For IT ProjectsBhuWan Khadka
Chapter 14 of ICT Project Management based on IOE Engineering syllabus. This chapter tell us about developing IT project management methodology, moving forward with customized management processes, code of ethics, future trends etc. Provided By Project Management Sir of KU.
The document provides an overview of building a collaborative project management office (PMO) at an organization. It begins with defining key terms like project, program, and portfolio. It then discusses the history and evolution of PMOs from the 1920s to present day. The document outlines various PMO typologies and maturity models. It also provides a case study analysis of implementing a PMO at Regus, a large flexible office space provider. The case study describes conducting a project audit at Regus and developing a collaborative approach and objectives for the new PMO. Finally, the document discusses various project lifecycle stages and tools for strategic project portfolio management.
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.
This presentation was given by Tracy Bergamin of CGI UK Ltd to delegates at the APM Scottish Conference 2015 which was held on 10th September at BT Murrayfield Stadium in Edinburgh.
PMI PMO Symposium 2019 - How PMOs Can Enable Business and Organizational AgilityJoanna Vahlsing
The document summarizes a presentation on how PMOs can enable business and organizational agility. The presentation covers:
1. Mindset shifts needed for a PMO to transition from waterfall to agile approaches, including changing from project-based to product-based teams.
2. New expectations for a PMO, why a one-size-fits-all model does not work, and how hybrid approaches can benefit organizations.
3. New project management tactics like #NoEstimates and #NoProjects, and the role of the PMO in championing new ways of working to support agile adoption.
Table of ContentsEXECUTIVE SUMMARY3The mission of.docxdeanmtaylor1545
Table of Contents
EXECUTIVE SUMMARY 3
The mission of the PMO 3
PMO JUSTIFICATION 3
PMO VISION 3
PMO MISSION 3
PMO OBJECTIVES 4
PMO STAFFING 4
PMO ORGANIZATIONAL STRUCTURE 4
PMO STAKEHOLDERS 4
EXECUTIVE SUMMARY
The Project Management Office (PMO) is a service organization created for the specific purpose of supporting the Velocity Inc Information Technology (IT) departments. The mission of the PMO
Guide key (IT) projects to a successful conclusion. Create a foundation for consistent project success throughout the organization. Achieve this through development of a strong and pervasive project management discipline within the organization’s project teams.
PMO JUSTIFICATION
Project completed on time
Project completed within budget
Project product delivery passed QA testing
Meet Customers’ requirements
PMO VISION
Create a foundation within Velocity Inc IT organizations for the enhanced awareness and collaboration, increased efficiency, and more consistent delivery of the right projects at the right time with the right resources. Project teams and Project Managers are encouraged to be creative, adopt new approaches, expand their skill set and take appropriate levels of risk in their pursuit of this Vision.PMO MISSION
Customers reap the benefit of a carefully planned investment.
Project success is the norm.
Project teams are proud of their work.PMO OBJECTIVES
Establish and Facilitate Project Selection
Establish Performance Focused Project Environment
Build Project Management Discipline and Professionalism
Keep company’s management team and project management informed
Serve as company’s Authority on Project Management Methods and Practices
PMO STAFFING
Senior PMO Manager
Multiple Project managers
The PMO may also have temporary staff in the form of contracted consultants or departmental Project Managers who report via matrix on a dotted line to the PMO Director or to a PMO Project Manager. This can occur when a department:
Supplies the Project Manager but requests that the PMO indirectly manage the project
Requests this arrangement as a means of mentoring their Project Manager
PMO ORGANIZATIONAL STRUCTURE
PMO STAKEHOLDERS
Stakeholder
Relationship with PMO
Exceptions
CIO
Sponsor
Direct Supervises the PMO
IT Department
Customer
PMO will guide IT departments delivery all IT projects
Other Departments
Customer
Set PM standards and policies;
Training and Monitoring;
Delivery projects
3
PRESENTATION FOR G.C.E(O/L) STUDENTS
To Enhance the Results
TEST-01
School
Principal office
Teacher monitor
Classroom prefect
Table blackboard
Playground
ball bat
cricket football
exercise running
Children’s park
library
bank
exhibition
hotel
Warm up Activity
vocabulary-quiz-show-ppt-games_40769.ppt
2018-G.C.E(O/L)
g
a
f
i
h
d
e
j
l
b
g
e
d
a
f
story
fascinating
south
balls
seeds
shipped
planted
botanical
rubber
initial
souvenir
anything
whole
beautifu.
This document provides an overview of the Organizational Project Management Maturity Model (OPM3). It discusses how OPM3 can help organizations improve project management practices at the portfolio, program, and project levels to better achieve strategic goals. The document also summarizes an assessment of three Hong Kong companies conducted using the OPM3 framework, finding their project management capabilities were more developed than program and portfolio management.
UCISA Project and Change Management Group Toolkits Mark Ritchie
The UCISA Project and Change Management Group (PCMG) is dedicated to improving project and change management practice across HE and FE. Effective project and change management will improve outcomes and increase benefits to students, staff and the wider community. In our first three years we have developed a range of toolkits to support project and change management professionals. These are public resources that can be used by anyone.
This presentation describes PCMG and provides an overview, with links, to our toolkits.
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It discusses developing a methodology called the PMO Value Ring to help PMOs better align their functions with stakeholder needs and expectations. The methodology is based on research involving over 300 PMOs and 5,000 professionals. It provides recommendations to help PMOs select appropriate functions, define effective processes, measure performance, and develop team skills in order to maximize value for their organizations.
This document summarizes a workshop on evaluating PMOs presented by Americo Pinto. It provides background on Americo Pinto and his experience studying over 300 PMOs. The PMO Value Ring methodology was developed over 6 years of research with 89 PMO leaders and provides recommendations to configure a PMO in a way that generates value for an organization. It involves identifying PMO stakeholders and their expectations, selecting appropriately aligned functions for the PMO, defining processes to execute those functions, establishing metrics to monitor performance, ensuring the PMO team has the right skills, assessing maturity levels over time, and monitoring value generation through strategic indicators.
Catherine Smithson presented on measuring change maturity in organizations. She discussed why measuring maturity is important, such as to establish a baseline and track progress. Two common tools for assessing maturity are the Change Management Institute's Organizational Change Maturity Model and Prosci's Change Management Maturity Model Audit. Prosci research found that on average organizations have a maturity level of 2.59 on a 5-point scale. The presentation provided tips for conducting a successful maturity audit, such as choosing the right participants and using a facilitator to focus on discussions rather than scores.
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.
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.
This document is a copyrighted and confidential presentation about building execution excellence with program and project management. It discusses how poor execution is a common reason for executive failure. It then provides a case example of how a life insurance company implemented a program management office and project management processes to help align its organization during a business transformation initiative involving multiple projects and programs. The presentation outlines the challenges the company faced and the scope of work involved in the implementation.
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FB – https://www.facebook.com/pmdayconference
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2. Имя Фамилия
Давайте
знакомиться
Занимаемая должность
Anna Kompanets,
PMP®, CCMP ™, PMI-ACP®, PMO-CP®
Change management lead, Program manager
About Trainer
14 Years of Project and Change management in IT
Active participant, trainer and volunteer of PMI Ukraine Chapter and ACMP
Ukraine.
Passionate about People side of change, actively promoting Change
management practices in leadership communities
3. ● Implementing a culture of continuous improvement in the PMO
● Capturing lessons learned and best practices
● Assessing the maturity level of the PMO
Agenda
5. What is the culture of CI?
A culture of continuous improvement is a way of thinking and working
where individuals and teams focus on identifying and implementing
changes that lead to better outcomes.
It’s a mindset of constantly seeking ways to improve processes,
products, and services through collaboration, experimentation, and
learning from failures.
6. ● Meeting the needs of Stakeholders
● Adopt to change faster
● Stay competitive
● Identify issues before they become problems
● Engage people & empower proactivity of PMs
● Foster innovation & creativity
● Grow performance & job satisfaction
What are the benefits of CI?
7. Steps to build the culture of CI in PMO
Learning Environment
Clear Goals and Expectations
Open Communication
Progress Measurement
Embracing Technology
Empowering Employees
1.
2.
3.
4.
5.
6.
8. Steps to build the culture of CI in PMO
Learning Environment
1. ● Encourage a learning environment by providing
opportunities for professional development,
training, and mentoring.
● Emphasize the importance of learning from
failures and celebrate successes.
● Create a safe space where employees can ask
questions, experiment with new ideas, and share
their experiences.
9. Steps to build the culture of CI in PMO
Open Communication
2. ● Promote open communication by establishing
regular feedback mechanisms, such as team
meetings, surveys, and suggestion boxes.
● Encourage constructive feedback and active
listening.
● Ensure that everyone understands the importance
of transparency, honesty, and respect in
communication
10. Steps to build the culture of CI in PMO
Clear Goals and Expectations
3. ● Set clear goals and expectations that align with
the organization’s strategic objectives.
● Define measurable outcomes, timelines, and
success criteria.
● Communicate these goals and expectations to all
stakeholders, and ensure that everyone
understands their role in achieving them.
11. Steps to build the culture of CI in PMO
Empowering Employees
4.
● Empower employees by delegating authority and
decision-making responsibility.
● Encourage ownership of projects and processes,
and provide resources and support to enable
employees to succeed.
● Recognize and reward employees who
demonstrate initiative, creativity, and innovation.
12. Steps to build the culture of CI in PMO
Embracing Technology
5.
● Embrace technology by leveraging tools and
systems that support continuous improvement,
such as project management software, data
analytics, and automation.
● Ensure that employees have the skills and
training necessary to use these tools effectively.
● Encourage experimentation with new
technologies and methodologies.
13. Steps to build the culture of CI in PMO
Progress Measurement
6.
● Measure progress by establishing metrics and
tracking performance against goals.
● Use data to identify areas for improvement and
make data-driven decisions.
● Regularly review progress with stakeholders and
adjust goals and expectations as needed.
16. What are the Lessons Learned?
Sharing documented lessons learned between teams is a great way to prevent
the same mistakes from happening. Not only can you learn from your project
mistakes—with a lessons learned report, everyone else can learn from them,
too.
You can capture lessons learned at any point during the project timeline.
Depending on the complexity of the project, you may want to conduct a lessons
learned session at the end of each project management phase, in order to
capture information when it’s still fresh.
17. ● Sharing knowledge and experience
● Preventing same mistakes
● Capturing best practices
● Improving decision making & forecasting
● Delivering projects faster
● Collecting input for continuous improvement
● Engaging teammates & stakeholders
What are the benefits of LL?
18. Different names of LL review sessions:
● the 5 Whys session (engineering teams love this) , which specifically aims to identify the root cause
of project failure
● Retrospectives (run by Scrum teams at the end of a sprint session)
● Postmortems (project teams) at the end of projects
1 Identify lessons
learned
2 Document
findings
3 Analyze data 4 Store information 5 Retrieve & Share
Steps to collect Lessons Learned
● Send out LL survey
● Schedule LL
sessions
● Conduct LL
sessions
● Executive summary
● Summary of findings
● Lessons learned
survey(s)
● Recommendations
in detail
● Improve your current
project
● Provide insights to
other PMs
● Maintain LL in
central repository as
single source of
truth
● search for a
lessons learned
report from a past
project to avoid
making the same
mistakes
22. The PMO Maturity Cube®
The PMO Maturity Cube® (Pinto, Cota, & Levin, 2010b) results from unifying the concepts presented
previously, which have all been consolidated into one specific model for assessing the maturity of
PMOs for any type of organization.
23. Key ideas of PMO Maturity Cube®
1. PMO maturity is a different concept of maturity
2. A PMO may be seen as a service provider and has clients with specific
needs
3. The degree of maturity of a PMO results from the extent to which it is
capable of generating value for its clients and for the organization as a
whole
4. The maturity of a PMO may be summed up as being the degree of
sophistication it provides to each service for which it is responsible
5. A PMO evolves its maturity in each approach independently, not from
the operational to the strategic approach
6. The better the PMO delivers its services, and only the ones related to
the needed functions, the more the PMO is perceived delivering value
to its clients and the organization.
26. Calculations
● Each level corresponds to a specific number of points, and when the questionnaire has been
completed, the total points corresponding to the organization’s current situation and the situation
desired by the organization are obtained, divided into strategic, tactical, and operational approaches.
Based on these scores, the current and target maturity levels are calculated.
● The current maturity level in each of the approaches is calculated by comparing the points relative to
the current situation in the organization with the total possible number of points for the model as a
whole. The target maturity level is calculated by comparing the points relative to the desired situation
in the organization with the total possible number of points for the model as a whole.
● Maturity levels with percentages between 0% and 33% are considered basic. Levels between 34%
and 66% are considered intermediate. Finally, maturity levels between 67% and 100% are considered
advanced.
28. Other models you may want to learn
● CO: Portfolio, Programme, Project Management Maturity Model (P3M3)
● CO: PRINCE2 Maturity Model (P2MM), derived from P3M3
● PMI: Organizational Project Management Maturity Model (OPM3)
● The PMO Maturity Cube
● SEI: Capability Maturity Model (CMMi)
● ITSMF: IT Service Management Capability Maturity Model (ITSM-CMM), aligned to ITIL
● PPM Maturity Model (Gartner, Program and Portfolio Management Maturity Model) ranging from
level 1 (reactive) to level 5 (effective innovation)
● KPM3 (Kerzner Project Management Maturity Model, ranging from level 1 (common language) to
level 5 (continuous improvement)