This year's main theme:

PMO as the Transformation Enabler

 
 
 

AGENDA

I DAY - 08.04.2019

 

8:30 - 9:00 REGISTRATION
9:00 - 9:15

Maciej Bodych - Opening

9:15 - 10:15

KEYNOTE: ...
... 

10:15 - 10:45

Platinum Sponsor Presentation  

10:45 - 11:00 COFFEE BREAK 
11:00 - 12:00

Speaker: MUSTAFA HAFIZOGLU 
The Rise and The Collapse of My PPMO

Mustafa Hafizoglu
The Rise and The Collapse of My PPMO

PPMO (Project Portfolio Management Office) in SDT was established in 2013 and closed in 2017. The value it created was incredible such that it was presented on May 11, 2016 at PMI EMEA Global Congress, Barcelona. Moreover the benefits it created were just published in a recent podcast named Lessons Learned—The Value of Knowledge Transfer in PMI\'s Projectified Podcats (https://www.pmi.org/learning/training-development/projectified-podcast). My presentation will be all about the history of my PMO, from its success to its failure. The reasons, the culture, the results, and the lessons learned will be shared with the attendees. Namely, a unique sharing of experience. Takeaways: How to establish a PMO and create value; How to make a PMO a sustainable one (The threats and opportunities); How to close a PMO so that the benefits created can continue to survive in the organization; Why to establish a PMO

Speaker: REMIGIUSZ KINAS
Wdrożenie zarządzania zasobami w Grupie NEUCA S.A. 

Remigiusz Kinas
Wdrożenie zarządzania zasobami w Grupie NEUCA S.A.

Zarządzanie portfelowe to inwestowanie zasobów organizacyjnych do realizacji zmian w organizacji. Wszystko po to by efektywnie osiągnąć określone cele strategiczne. Odpowiednie zarządzanie zasobami polegające na planowaniu, monitorowaniu dostępności, kontrolowaniu wykorzystania oraz rozwiązywaniu konfliktów w skomplikowanym środowisku wieloprojektowym jest kluczem do sukcesu. Jaki model zarządzania zasobami ludzkimi wybrać dla organizacji? Jakie procesy portfelowe oraz projektowe wdrożyć? Jak modelować zasoby oraz rozwiązywać konflikty? Jak efektywnie przeprowadzić zmianę by uzyskać transparentność alokacji ? Które zasoby monitorować i kontrolować? Jakie narzędzia wybrać do obsługi procesów - specjalizowany PPM a może wystarczy arkusz kalkulacyjny? Praktyczne porady o wdrożeniu procesów zarządzania zasobami ludzkimi (kontekst portfelowy) w NEUCA SA.

12:00 - 12:45

RT: ... 


Moderator: ...

 RT: Dlaczego strategiczne transformacje się nie udają?

 

Moderator: PIOTR OGONOWSKI

Piotr Ogonowski
Dlaczego strategiczne transformacje się nie udają?

Na przykładach kilku projektów transformacyjnych przeanalizujemy główne źródła sukcesu i porażek takich projektów. Omówimy rolę czynnika ludzkiego oraz typowe scenariusze będące przyczyną niepowodzeń.

12:45 - 13:30 LUNCH 
13:30 - 14:30

Speaker: MORTEN SORENSEN 

Let your PMO drive critical value through Portfolio Intake
Analysis and Governance

Morten Sorensen
Let your PMO drive critical value through Portfolio Intake Analysis and Governance

We will discuss how your Portfolio Management Office can drive significant organizational value by managing strategic Project Portfolio Management Intake and related Governance. We will review effective alignment methods and example process tools in addition to critical levers for related process improvement initiatives. Achieving alignment between organizational strategy and your project portfolio is paramount to be able to deliver consistently on critical business goals.

Presentation Outline 
1. Introduction 
2. Strategy Implementation, Portfolio Management Overview Strategy implementation overview, Benefits and Value, Purpose/benefits, high-level processes, critical factors, management levers. Opportunities for PMOs. 
3. Portfolio Intake and Alignment Management Methods Key processes, scoring, criteria, optimization/balance, measure organization sentiment 
4. Example Portfolio Analysis, Constraints and Alignment Reporting Review of example Portfolio and related Capital, Alignment, Risk, ROI, Business Value, review useful  charts. Example Portfolio Capacity constraints, including for Adoption. 
5. Example Process Improvements, Next Steps Key levers for Portfolio Management process improvement initiatives, Success factors, possible approaches. 
6. Q&A, References

 

Speaker: ...

14:30 - 15:15

RT: ...


Moderator: ...  

 RT: ... 


Moderator: ... 

15:15 - 15:30 COFFEE BREAK 
15:30 - 15:45

PMO AWARD Ceremony

Results of PMO Award competition

Presentation of winners 

15:45 - 16:45

KEYNOTE: PETER TAYLOR

Business Collaboration: Driving a new way of working through the PMO

Peter Taylor 
Business Collaboration: Driving a new way of working through the PMO

A project is a temporary endeavour where people come together to work towards a common goal and purpose; it is therefore a temporary endeavour that must rely on a social system of communication and collaboration in order to succeed

Social project management is a non-traditional way of organising projects and managing project performance and progress aimed at delivering, at the enterprise level, a common goal for the business but harnessing the performance advantages of a collaborative community

How can the PMO both lead and encourage a move away from traditional centralised control of projects, overcome the challenges in such a paradigm shift, and instead promote the value of open team collaboration for greater business advantage?

16:45 - 17:00 CLOSING AND LOTTERY 

 

 

II DAY - 09.04.2019

 

8:30 - 9:00 REGISTRATION
9:00 - 17:00

 

WORKSHOP

Strategies for Project Sponsorship 

by Peter Taylor

Strategies for Project Sponsorship
by Peter Taylor

It has been said that 'A project is one small step for the project sponsor, one giant leap for the project manager' - but wouldn't we all be that much happier if that 'giant leap' was supported by a really professional project sponsor?

Based on the research from the new book ‘Strategies for Project Sponsorship’ (Management Concepts Press) one of the books authors, Peter Taylor, will lead this workshop to explore the current challenges of project sponsorship maturity and will deliver some techniques for creating an effective partnership with today’s project sponsors, as well as looking to the future on what could be.

The course will follow the theme of understanding and deploying certain strategies for delivering effective sponsorship within your organisation.

The workshop can be focused on project managers wanting to learn to be more effective with the sponsors they work with, or for project sponsors wanting to improve their skills. Who should attend?
• Project Managers 
• Project Sponsors 
• PMO staff

Regardless of your experience with project sponsorship in the past this workshop will allow you tounderstand more from all perspectives.

Benefits:
You will learn more about understanding the project sponsors you work with, or indeed what type of sponsor you are, and how to develop an effective working partnership between project manager and project sponsor.

• Better understand what role a sponsor should play and what good sponsorship looks like 
• Learn how to understand the project sponsor that you have and how to work effectively with them
• Be aware of the role that you should play in developing executive sponsorship inside your organisation 
• Recognise at a personal level what is needed to make the transition to project sponsor


PARTNERS
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