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We are IPMA!

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

We are IPMA #1

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)reinhard.wagner@ipma.world

eVa21, London, June 2016 #

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 Gemnden for GPM, 2014

eVa21, London, June 2016 #

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

Project OfficeProgramme OfficePMOEPMO

eVa21, London, June 2016 #

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 Nrtingen, 2014

eVa21, London, June 2016 #

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 Nrtingen, 2014

eVa21, London, June 2016 #

Insights from an extensive survey (4)Source: GPM, spm and HfWU Nrtingen, 2014

eVa21, London, June 2016 #

The evolution of an organisation & utilisation of the P(M)O-concept System transparency1. Pioneer phase2. Differentiation phase3. Integration phase4. Association phaseEstablishment of an informal organisation around a personHuman relationsChallenges with the contextPower blocks?Building up a controllable apparat (machine)Development of a holistic organismInterconnectedness of the organisation with contextCore themeSide issueSource: Glasl, F.; Lievegoed, B.: Dynamische Unternehmensentwicklung. 4. Auflage. Haupt Verlag. 2011 Project OfficePMOEnterprise PMOVirtual PMO

eVa21, London, June 2016 #

About the PresenterEmma-Ruth Arnaz-Pemberton15 years in the industryERAP Consulting Ltd founded in 2014Chair of the Association for Project Management PMO Specific Interest GroupContributor to:Portfolio, Programme, and Project Offices (2013, Axelos)Real project Management (2015, Peter Taylor)

ERAP Consulting Ltd

eVa21, London, June 2016 #

A short opportunity to talk about (amend as necessary):Who you areWho you work for and what your day job isBrief history of PM / PMO careerWhat your role in / connection to PMOSIG isWhat excites you about the PMO worldInclude an email address for contact / follow-up

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PMO Lesson #1There is no one size fits all!

eVa21, London, June 2016 #

Listen Carefully..

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Key Enablers of an EPMO

eVa21, London, June 2016 #

Supportiveaid existing project & programme activity in order to raise levels of project successShare project management information across the organisationEmpower programme managers and team to solve common problems and become more successfulDirectiveGuarantee the highest level of consistency of management practice across all projects Reduce costs by ensuring the right people are allocated to the right projects within the programme De-risk programme delivery by selecting the correct projectsOperationalAssure business leaders that programmes are monitoredRegular reporting on status or a snapshot of the programmeProvide programme managers with administrative supportControllingEnsure that a standard and consistent methodology is usedRegular reviews of programmes and their risk profiles

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Key Enablers of an EPMO

eVa21, London, June 2016 #

Supportiveaid existing project & programme activity in order to raise levels of project successShare project management information across the organisationEmpower programme managers and team to solve common problems and become more successfulDirectiveGuarantee the highest level of consistency of management practice across all projects Reduce costs by ensuring the right people are allocated to the right projects within the programme De-risk programme delivery by selecting the correct projectsOperationalAssure business leaders that programmes are monitoredRegular reporting on status or a snapshot of the programmeProvide programme managers with administrative supportControllingEnsure that a standard and consistent methodology is usedRegular reviews of programmes and their risk profiles

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Q&A

eVa21, London, June 2016 #

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