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Page 1: Reinhard Wagner

We are IPMA 1 ®

The rise of the Enterprise PMOReinhard Wagner and Emma-Ruth Arnaz-Pemberton

Page 2: Reinhard Wagner

eVa21, London, June 2016 2 ®

About the presenterGrew up in the Black ForestLives with his family near MunichStudied Electrical Engineering as well as Business Administration30 years of experience in project-oriented leadership and executionCertified Projects Director (IPMA), Certified Programme and Portfolio Management Consultant (IPMA)Honorary Fellow of German Project Management Association (GPM)President of IPMA (2015 - 2017)[email protected]

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Future trends in project managementProjectification of societiesCoping with complexityTransnationalisation of project managementVirtualisation or project managementProfessionalisation of project managementLearning and educationProjects as businessStakeholder managementProject management goes board roomProject-oriented organisation

Source: TU Berlin, Prof. Hans-Georg Gemünden for GPM, 2014

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The Enterprise Project Management Office (EPMO) is key enabler for the development of a project-oriented organisation …

Project Office

Programme Office

PMO

EPMO

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Results of a Germanic PMO survey (1)Based on 250 responses from various industries …80% run a PMO, independent of their size (SMEs) No. of PMOs per organisation depends on size (max. 7.3 in very large organisations) and industry (Automotive up to 9) Average no. of projects per PMO ranges from 35 to 106The contribution of a PMO was evaluated (very) significant (94%), moderate (6%) and very small (0%) …… mainly through avoidance of duplicate work, higher reliability of achieving the strategic targets and a more sustainable development of the organisation 62% of the PMOs have a less intensive or no strategic involvement in the decision making & control processes!

Source: GPM, spm and HfWU Nürtingen, 2014

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Results of a Germanic PMO survey (2)Based on responses from the PMO Managers (85), PMO employees (64), PMs (46), Line (23) & top managers (3) …The acceptance of the PMO is rated (very) good (43%), satisfactory (38%), sufficient (9%) and poor (10)The lowest level of acceptance is marked by … the PMs!? The acceptance is significantly higher in organisations where performance is measured quantitativelyThose PMOs, accepted in an organisation, are more likely to be involved in strategic decision making & control – are the others operational administrators only?

Source: GPM, spm and HfWU Nürtingen, 2014

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Insights from an extensive survey (4)

Source: GPM, spm and HfWU Nürtingen, 2014

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The evolution of an organisation & utilisation of the P(M)O-concept …

System transparency

1. Pioneer phase

2. Differentiation phase

3. Integration phase

4. Association phase

Establishment of an informal organisation around

a person

Human relations

Challenges with the context

Power blocks?

Building up a controllable apparat (“machine”)

Development of a holistic organism

Interconnectedness of the organisation with context

Core theme Side issue

Source: Glasl, F.; Lievegoed, B.: Dynamische Unternehmensentwicklung. 4. Auflage. Haupt Verlag. 2011

Project Office

PMO

Enterprise PMO

Virtual PMO

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About the Presenter

Ð Emma-Ruth Arnaz-PembertonÐ 15 years in the industryÐ ERAP Consulting Ltd founded in 2014Ð Chair of the Association for Project Management

PMO Specific Interest GroupÐ Contributor to:

Ð Portfolio, Programme, and Project Offices (2013, Axelos)

Ð Real project Management (2015, Peter Taylor)

ERAP Consulting

Ltd

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PMO Lesson #1

There is no one size fits

all!

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Key Enablers of an EPMOSupport• From leaders• From project community

Engagement• At the right level• With accountability

Tooling• Standards• Ways of working

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Key Enablers of an EPMO

Adapt & Sell!

Engage

Build Context

Take Pain Away

Define who you are

Build a community

Consistently Show Value

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Q&A


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