Enterprise Project Management and Strategy MetaBreakfast September 14
|
|
- Dominick Kenneth Simon
- 5 years ago
- Views:
Transcription
1 Enterprise Project Management and Strategy MetaBreakfast September 14 Copyright MetaPM 2017
2 Agenda Welcome Simon Garlick, Managing Director MetaPM Strategy to Execution Executive Led Delivery Rob Loader, Director of Capital Planning & Delivery Telstra Introduction to Enterprise Project Management Dallas Wilkinson, Principal Consultant MetaPM Questions Open Discussion Copyright MetaPM 2017
3 Organisations in Attendance Copyright MetaPM 2017
4 Speaker Rob Loader Director of Capital Planning & Delivery Telstra Rob has worked globally for 25+ years in operational, consulting, project and portfolio management and business development roles. As Director of the Capital Planning & Delivery function, Rob is accountable for shaping and managing Telstra s $5b annual capital investment program through the integrated operation of its four functions, with Telstra's business operations, finance and strategy teams. Copyright MetaPM 2017
5 Strategy to Execution Executive Led Delivery Rob Loader Director, Capital Planning & Delivery Telstra Corporation
6 Telstra Capital Investment Capital Investment Full Year 2017 Strategic Investment FY17-19 $4.6b capex 17.8% Capex to Sales Ratio Customer experience Up to $500m Digitisation ~$1b Networks for the future >$1.5 b Annual Delivery Impact ~3,500 Project Managers 800 Discretionary Projects 3,000 Customer Projects 270 Demand & Maintenance Projects 5,000 Engineering Packages of Work Spectrum Investment 4G Coverage 2013 $1.3b 700MHz and 2600MHz spectrum 2016 $191m 57 blocks of spectrum in the 1800 MHz band 4G coverage reaches 99% of the population
7 Capital Planning & Delivery Driving Organisational Project, Program & Portfolio Management Excellence Director Capital Planning & Delivery Chief Project Office EPMO Portfolio Planning Business Case & Benefits
8 Page 8 Gluing together the layers
9 Enterprise Portfolio Management aligns strategy through action to outcomes and is critical to ensure alignment of change priorities and outcomes with organisational strategic intent and business as usual capacity Business As Usual Operations Enterprise Portfolio Management Strategy & Innovation Capacity to deliver change alongside BAU process management & service delivery Initiative selection and priorities are optimised for value and risk And effective execution assurance and governance is in place. Ensure investment options and outcomes are aligned to corporate vision, strategy and goals Selection and prioritisation of right investments, right time Optimise resources and change capacity Structure and discipline to ensure quality delivery Helps define timing and scale of change, clarifying impacts and readiness Focuses investment outcomes and contribution to strategic plans and value 9
10 Page 10 Getting your planning ducks in a row!
11 Integrating strategic and portfolio options planning is essential to optimising value ILLUSTRATIVE Build the facts Clarify intent Create options and decide Finalise multi-year plan Intent summits Executive trade-off summit 3-year CAPEX envelope FY18 FY19 FY20 FY21 Strategic chessboard for could-do capex allocation Capex implications of each strategic options 3-year CAPEX plan Revenue - by segment - by product Capex ratio Capex B2C B2C Optimal set of strategic choices that maximises shareholder value CAPEX baseline B2B B2B Wholes ale Wholes ale Macro view Analysis of past returns Micro view Process view Strategic factbase
12 Page 12 Rigour and flexibility are not oxymoron's
13 Discipline with flexibility; Rigour with agility Corporate Governance Flexible governance to right size/multi-fit decisions to value, risk & complexity Doing the right projects Portfolio roadmaps Business Case Evaluation Top down and bottom up portfolio prioritisation and capacity planning Clear business cases based on solving defined problems and delivering benefits Doing projects right Getting the right outcome Delivery Framework Benefits Realisation Delivery readiness and risk is at heart of planning and execution approvals Accountability for outcomes through visible sponsorship & benefits realisation 13
14 Page 14 Putting value back in the till
15 Visibility promotes accountability % of Target Mar-01 Jun-01 Sep-01 Dec-01 Mar-02 Jun-02 Sep-02 Visibly measuring Sponsors and Project Managers mutual delivery & benefits performance drives accountability for investment outcomes Actual T-QTC Planned T-QTC Quality (Q) Time (T) Cost (C) Completion of scope of work with agreed fitness for purpose Completion of major deliverables and within schedule Completion of deliverables within agreed budgets 130% 120% 110% 100% 90% 80% 70% 60% 50% 40% 75.9% 79.1% 73.0% PMR KPI Progress 105.6% 104.6% 102.9% 103.5% 106.5% 99.8% 106.5% 105.3% 101.6% 86.9% 68.0% 67.7% 65.5% 68.5% 61.8% 11
16 Page 16 Priming the capabilities pump
17 Establishing strategic execution culture The path to sustained organisational project success requires deliberate development of supporting process and change capabilities Organisations that can implement strategic initiatives effectively perform well above average financially Provide true operational insight for progress of critical initiatives Focus on Critical Initiatives Institute Smart and Simple Processes Track clear milestones Communicate progress Identify issues early Encourage a Culture of Change Foster Talent and Capabilities Actively build organisation commitment to, strategic initiative implementation Nurture technical, management, and leadership capabilities Source: BCG & PMI Strategic Initiative Management: the PMO Imperative, 2013 Page 17 Strategy to Execution
18 Page 18 Who s driving the project bus?
19 Leadership and sponsorship hand in glove Active sponsorship partnered with professional project management is the key to executing strategic projects successfully Telstra Executive Project Sponsor Chairs the steering committee, leads the change, accountable for the benefits Project Quality Assurance Independent assurance on the project throughout the life of the project E2E Project Manager Accountable for delivery, works side by side with the sponsor Sponsors Mutual Focus 75% benefits 25% delivery Project Manager 25% benefits 75% delivery PMI Research shows that having actively engaged executive sponsors is the top driver of projects success. Married with professional project management and you are on a we have made these a priority PMI, 2017 Pulse of the Profession : Success Rates Rise: Transforming the High Cost of Low Performance Page 19 Strategy to Execution
20 Speaker Dallas Wilkinson Principal Consultant MetaPM Dallas is a dynamic and versatile project management professional with 22 years of experience across many sectors. Dallas strengths lie in fit for purpose P3O, analysis and project management. Having spent the last 10 years in a variety of E/PMO roles from analyst to manager, she is very passionate about the value an effective E/PMO can be to an organisation. A key focus of her PMO work is alignment to strategy to drive portfolio content and effective benefits delivery. Copyright MetaPM 2017
21 Strategy Translation into Delivery Project delivering PCB asked for Copyright MetaPM 2017 Page:21
22 Executive Competition. Legal P&C CFO CEO COO CMO CIO Core Business Senior Management Senior Management Senior Management Senior Management Copyright MetaPM 2017 Page:22
23 True Line of Business Agendas Copyright MetaPM 2017 Page:23
24 Wood for the Trees? crisis prioritisation spend effectiveness ongoing scrutiny market changes what portfolio issues do execs need to focus on today? which portfolio will be important next month that execs should prepare for today? Copyright MetaPM 2017 Page:24
25 United Leadership Copyright MetaPM 2017 Page:25
26 Strategy + Portfolio Program + Project Oversimplified perspective More accurate perspective Portfolio Program Portfolio management is a different function from program/project management - not just a higher level. Strategy Portfolio Program Project Project Copyright MetaPM 2017 Page:26
27 Direction, Coordination and Management Copyright MetaPM 2017 Page:27
28 A Tasty Analogy Copyright MetaPM 2017 Page:28
29 Ingredients for Success. Copyright MetaPM 2017 Page:29
30 Scaled Enterprise Project Management Copyright MetaPM 2017 Page:30
31 Need Help With Your Strategy and EPM Capability Development Get in contact. Get in Contact With: Amro Ibraheim Director of Consulting Australia Wide Telephone Number: Melbourne (Head Office) Level 3, 420 Collins Street, MELBOURNE, VIC 3000 Telephone Number: Fax Number: Copyright MetaPM 2016 <31>
MetaPM Project Management Capability Development Framework
Framework PM Framework - The framework comprises seven interdependent elements - Each element identifies outcomes and capabilities to be established to enable the overall improvement of project management
More informationSeven Consulting Benefits Management Capability Overview
Introduction to Seven Consulting Seven Consulting Benefits Management Capability Overview COPYRIGHT SEVEN CONSULTING 2018 ALL RIGHTS RESER Delivering for Australia s most respected organisations since
More informationBusiness Analyst Capability Assessments
Business Analyst Capability Assessments Developing business analysis talent within your organisation For more information contact our Customer Service Team: p: 1300 70 13 14 e: info@pm-partners.com.au
More informationAchieving Organisational Goals. Accomplishing Strategic Initiatives. Implementation of Organisational Objectives. Stakeholder Management
Achieving Organisational Goals Accomplishing Strategic Initiatives Implementation of Organisational Objectives High Quality Training Courses presented by Internationally Recognised Expert Speakers Stakeholder
More informationIntroduction to Seven Consulting. Delivery Capability Uplift Services VED TEAMWORK TEAMWORK TRANSPARENCY DELIVERY
Introduction to Seven Consulting Delivery Capability Uplift Services COPYRIGHT COPYRIGHT SEVEN CONSULTING SEVEN CONSULTING 2018 ALL RIGHTS 2018 ALL RESERRESER RIGHTS RESER 1 TEAMWORK TEAMWORK TRANSPARENCY
More informationResource Management?
Resource Management? I ve got Excel and half a day a week thank you very much. What do I need to know? Presented by David Dunning, Director, Corporate Project Solutions Your Speaker Today David Dunning
More informationTusla Programme Management (PMO) Design and Establishment. Fergal Collins 20 th September 2018
Tusla Programme Management (PMO) Design and Establishment Fergal Collins 20 th September 2018 1 Contents Tusla Overview Executive Summary. Choosing an operating model for the PMO. 3 PMO Models to choose
More informationEPMO: A Strategic Enabler?
EPMO: A Strategic Enabler? by Steven McLaren EPMO or pmo - whats the difference? I am sure you have been asked as many times as I have - what is the difference between an EPMO (Enterprise Program Management
More informationIntroduction to Seven Consulting. Sponsor Coaching Capability Overview TEAMWORK TRANSPARENCY DELIVERY
Introduction to Seven Consulting Sponsor Coaching Capability Overview COPYRIGHT SEVEN CONSULTING 2018 ALL RIGHTS RESER Delivering for Australia s most respected organisations since 2002 2 COPYRIGHT SEVEN
More informationHOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym
HOUSTON, TX, USA 5 8 NOVEMBER 2017 #PMOSym PMO17BR213 Leading an Enterprise Portfolio Management Office in a Disruptive Environment: Lessons Learned at the US Postal Service Emil Dzuray, Director Office
More informationProject and Program Capability Assessments
Project and Program Capability Assessments Assess and benchmark project roles For more information contact our Customer Service Team: p: 1300 70 13 14 e: info@pm-partners.com.au www.pm-partners.com.au
More informationTopic for today: From tactical to strategic the journey of a PMO
Topic for today: From tactical to strategic the journey of a PMO The Start-up PMO Structure Chief Executive Officer Director: Strategy Group Executive: Strategic Projects Project Administrator Portfolio
More informationBuilding an. Effective Board
Building an Effective Board Who we are Established in 1996, Effective Governance is now Australasia s largest and most experienced independent corporate governance consulting firm. Our mission is to deliver
More informationStrategic Initiative Management: The PMO Imperative Presented to PMI Croatia, PMI Forum 2015
Making project management indispensable for business results. Strategic Initiative Management: The PMO Imperative Presented to PMI Croatia, PMI Forum 2015 Dr. Al Zeitoun, PhD, PMP 2015 PMI Board of Directors
More informationPrincipal Business Analyst
Principal Business Analyst Leadership level Leading Others Job level 5 Job family Division / department Reports to manager job title Number of direct reports Financial accountabilities Key relationships
More informationAustralia s Best Program Delivery Company
Seven Consulting Delivery Capability Uplift Services Australia s Best Program Delivery Company COPYRIGHT SEVEN CONSULTING 2019 ALL RIGHTS RESERVED TEAMWORK TRANSPARENCY DELIVERY Our Clients Seven Consulting
More informationMoving Upmarket: New Roles for Old PMOs
Moving Upmarket: New Roles for Old PMOs G J Rankins CPPD MApplSc MBA This paper was presented at the Australian Institute of Project Management National Conference, 7-10 October 2007, Hobart, Tasmania,
More informationPMO In A Box. Prepared for UBS
PMO In A Box Prepared for UBS Roadmap Why PMO In A Box? Establish PMO Governance Standardize Methodology Create a Stakeholder Partnership Plan 2 PMOs Are In Transition 3 CEB PMO Executive Council pmo in
More informationCHARTER OF THE HUMAN RESOURCES COMMITTEE NATIONWIDE MUTUAL INSURANCE COMPANY NATIONWIDE MUTUAL FIRE INSURANCE COMPANY NATIONWIDE CORPORATION
ESTABLISHMENT CHARTER OF THE HUMAN RESOURCES COMMITTEE NATIONWIDE MUTUAL INSURANCE COMPANY NATIONWIDE MUTUAL FIRE INSURANCE COMPANY NATIONWIDE CORPORATION The Human Resources Committees are committees
More informationDelivering change, sustaining benefits
pwc.com.pg pwc.com.au Delivering change, sustaining benefits Projects Consulting Service Catalogue 2013 version . Project Consulting Capabilities Portfolio Management Project Services PMO Management Project
More informationSA Power Networks. Architecture Roadmaps Drive IT Investment
SA Power Networks Architecture Roadmaps Drive IT Investment Association of Enterprise Architects December 2016 About Me Sean Provis Lead Architect Strategic Projects @ SA Power Networks Background: Bachelor
More informationProject and Programme Capability Assessments Assess and benchmark project roles HELPING YOU GET BETTER RESULTS FROM YOUR PROJECTS, PROGRAMMES AND PMOs We have a unique way of running projects and providing
More informationPeter Nevin. Becoming the Future-State CIO
Peter Nevin Becoming the Future-State CIO Agenda My Background Future-State CIO Model CIO Competencies Types of CIOs Journey to the Future-State CIO Matching CIOs and organisations My Background Chairman,
More informationSenior Director Strategy Execution and Optimisation
Senior Director Strategy Execution and Optimisation Location: [Global] Category: Strategy, Collaboration, & Innovation *Only World Vision internal applicants will be considered. *Preferred location: within
More informationAustralia s Best Program Delivery Company
Seven Consulting Delivery Capability Uplift Services Australia s Best Program Delivery Company SEVEN SEVEN 2018 2018 RESERRESER RESER 1 TEAMWORK TEAMWORK TRANSPARENCY DELIVERY Our Clients Seven Consulting
More informationPeter Nevin. Becoming the Future-State CIO
Peter Nevin Becoming the Future-State CIO Agenda My Background Future-State CIO Model CIO Competencies Types of CIOs Journey to the Future-State CIO Matching CIOs and organisations My Background Chairman,
More informationSESSION 401 Thursday, November 2, 10:15am - 11:15am Track: The Strategist
SESSION 401 Thursday, November 2, 10:15am - 11:15am Track: The Strategist Is the SMO Still ITSM's Best-Kept Secret? Phyllis Drucker Senior Consultant, Linium phyllis.drucker@linium.com Session Description
More informationFour faces of the CFO
Four faces of the CFO CFOs play four critical roles Catalyst Catalyze behaviors across the organization to execute strategic and financial objectives while at the same time creating a risk intelligent
More informationGoing Global using EPM to optimise strategic execution
Going Global using EPM to optimise strategic execution R.J. Loader Project Change Consulting, Melbourne, Victoria, Australia Biography Rob has worked globally for 25 years in operational, consulting and
More informationPosition Title: Finance Director
Position Title: Finance Director SASRIA SOC LIMITED Sasria, a state-owned company, is the only short-term insurer in South Africa that provides affordable voluntary cover against special risks such as
More informationIntroduction to Seven Consulting. Project and Program Assurance Services TEAMWORK TRANSPARENCY DELIVERY
Introduction to Seven Consulting Project and Program Assurance Services COPYRIGHT SEVEN CONSULTING 2018 ALL RIGHTS RESER Delivering for Australia s most respected organisations since 2002 2 Seven Consulting
More informationIT Leadership December 2018* Conrad Hotel, Dubai, UAE. Empower Business Growth And Generate Outstanding Performance To Increase Company Value
Earn 20 PDUs from PMI PMI REP: 1419 PMI Talent Triangle Technical 1 PDU Leadership 12 PDUs Strategic 7 PDUs IT Leadership Empower Business Growth And Generate Outstanding Performance To Increase Company
More informationOvercoming Project Pitfalls of Poor Quality Requirements MetaPM Business Analysis CPTFA Approach
Overcoming Project Pitfalls of Poor Quality Requirements MetaPM Business Analysis CPTFA Approach Take Away for the Project Managers 1. Save the project scope, efforts and budget due to any gap in the requirements
More informationThe Insight Driven Organization
The Insight Driven Organization Deloitte Best Managed Symposium April 12, 2016 Deloitte LLP and affiliated entities An organization which embeds analysis, data and reasoning into all their decision making
More informationBusiness Integration :
Business Integration : Successfully Delivering the Business Case of Mergers and Acquisitions 12 th November 2010 Paul J Siegenthaler www.psiegenthaler.com The Bad News 50-80% M&A integrations fail (McKinsey
More informationPMO Implementation: Challenges and Responses (Key Aspects for Sustained Success)
PMO Implementation: Challenges and Responses (Key Aspects for Sustained Success) Keynote Presentation, MSCPMP Circle Forum, 24 th June 2013, Kuala Lumpur, Malaysia 1 Integrated Aspects... 1. High Performing
More informationCHARTER OF THE HUMAN RESOURCES COMMITTEE NATIONWIDE MUTUAL INSURANCE COMPANY NATIONWIDE MUTUAL FIRE INSURANCE COMPANY NATIONWIDE CORPORATION
ESTABLISHMENT CHARTER OF THE HUMAN RESOURCES COMMITTEE NATIONWIDE MUTUAL INSURANCE COMPANY NATIONWIDE MUTUAL FIRE INSURANCE COMPANY NATIONWIDE CORPORATION The Human Resources Committees are committees
More informationXcel Energy PMO: Success from the Start. Agenda. Xcel Energy Overview. Xcel Overview. Why Projects Fail. PMO Overview. PMO Tools for Success
Xcel Energy PMO: Success from the Start Eric Weimert, IT Portfolio Manager Jill Rodning, Senior Portfolio Liaison Anne Olson, Program Manager for Utility Innovations Agenda Xcel Overview Why Projects Fail
More informationRisk management is changing. Act now.
Global Regulatory Reform Risk management is changing. Act now. Risk Transformation 01 The call to action 01 02 New world. New CRO. 02 03 The risk function must operate differently 04 04 The ART of risk
More informationThe Strategy Execution Alignment Skills Bridge
WHITE PAPER The Strategy Execution Alignment Skills Bridge Summary Strategy making and execution are essential to organisational success. However, many organisations are continuously challenged with bridging
More informationOpen Information Purpose of the Report
Meeting Date 15 March 2018 Agenda Item 2c Report Title Financial Governance Review Report Author Liz Stauber, Committee Services Manager Report Sponsor Pam Wenger, Director of Corporate Governance Presented
More informationAchieving business objectives through successful transformation projects
August 2017 Achieving business objectives through successful transformation projects www.pwc.com.au Project portfolios, the heart and soul of maintaining market relevance Where the rubber hits the road...
More informationPOSITION DESCRIPTION
Senior Capability Change Advisor POSITION DESCRIPTION Unit/Branch, Directorate: Location: Change Delivery, Capability Directorate Wellington Salary range: H $77,711 - $116,567 Purpose of position: The
More informationCreating an Agile PMO via Scrum
Creating an Agile PMO via Scrum Deliver PMO Value Early and Often Utilize Scrum to be Operationally Effective and Efficient Paul Thomas Gilchrest; CSM, ITIL v3, PMP COO & Principal PMO Managing Director
More informationPOSITION DESCRIPTION
POSITION DESCRIPTION Position Details: TITLE: Customer Services Director REPORTS TO: Chief Digital Officer LOCATION: Auckland DATE: August 2018 PRIMARY FUNCTION: The Customer Services Director sits within
More informationTHE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture
denison TM THE CULTURE CANVAS A Working Guide and Checklist to Support the Development of a High-Performing Culture The Denison Model of High Performance A Systems Approach to Understanding and Managing
More informationBuilding Brighter Futures for Vulnerable Children STRATEGIC PRIORITIES. Building Brighter Futures for Vulnerable Children
Building Brighter Futures for Vulnerable Children 2017-2020 STRATEGIC PRIORITIES Building Brighter Futures for Vulnerable Children 1. INTRODUCTION World Vision has approved its new global strategy, Our
More informationHigh performing organisations recognise that an integrated competency framework results in improved project delivery and increased business benefits.
High performing organisations recognise that an integrated competency framework results in improved project delivery and increased business benefits. A competency framework is made up of a number of interrelated
More informationProjects are How Business is Done
LEARNING OBJECTIVES Define project success Understand the risk of project failure and the financial impact of project failure Explore ways to drive project success through people, process, and outcomes
More informationChief People Officer. Your position description. Your organisation. Your: Location Group PDID0019. Wellington Organisation Capability & Services
Chief People Officer Your position description Your: Location Group Business unit / team Wellington Organisation Capability & Services Human Resources Pay Group MGR Band K Occupational Stream People Leader
More information6. IT Governance 2006
6. IT Governance 2006 Introduction The Emerging Enterprise Model 3 p IT is an integral part of the business p IT governance is an integral part of corporate governance 4 Challenges for the IT IT gets more
More informationJOB DESCRIPTION AND PERSON SPECIFICATION THE LONDON SCHOOL OF HYGIENE & TROPICAL MEDICINE
JOB DESCRIPTION AND PERSON SPECIFICATION POST: DIVISION/DEPT/UNIT: RESPONSIBLE TO: GRADE: Head of PMO Project Management Office Director of Estates PSP8 THE LONDON SCHOOL OF HYGIENE & TROPICAL MEDICINE
More informationIntegrated Planning The Sasol Oil Journey BACKGROUND LENUSHKA NAIDOO
Integrated Planning The Sasol Oil Journey LENUSHKA NAIDOO BACKGROUND Historically, the portfolio of work for the planning function in Sasol Oil spanned production planning and high-level supply and demand
More informationSuccessful Delivery of Change How Managing Benefits is helping Dubai Customs optimize its return on investment
Successful Delivery of Change How Managing Benefits is helping Dubai Customs optimize its return on investment By Stephen Jenner, Author & Chief Examiner of Managing Benefits with Mohammad Rashed Bin Hashim
More informationPOSITION DETAILS. ORGANOGRAM (Adjust as necessary. Include line manager, line manager s manager, all subordinates and colleagues. Include job grades)
HR191 JOB DESCRIPTION NOTES Forms must be downloaded from the UCT website: http://www.uct.ac.za/depts/sapweb/forms/forms.htm This form serves as a template for the writing of job descriptions. A copy of
More informationISACA Systems Implementation Assurance February 2009
ISACA Pressures Today Pressure to increase realization of value from IT spending Pressure to deliver on IT projects at a time when resources/budgets are constrained Pressure from risk of technology-based
More informationRevised IT Governance Charter Toolkit
Health Care IT Advisor Toolkit Revised IT Governance Charter Toolkit This toolkit offers guidance to business leaders and IT executives for developing an IT governance charter. Listed here are critical
More informationPPM Transparency. Hall of mirrors or the emperor s clothing?
PPM Transparency Hall of mirrors or the emperor s clothing? AGENDA Understanding PPM Aligning Projects with strategy Driving operational transparency & project governance Challenges, lessons, impacts Critical
More informationAUSTRALIA SUMMER INTERN PROGRAM STREAMS
AUSTRALIA SUMMER INTERN PROGRAM STREAMS Explore your options in Australia Before you apply for the ANZ Australia Summer Intern Program, you ll need to work out what part of our business best suits your
More informationAustralia s Best Program Delivery Company
Seven Consulting Project and Program Assurance Services Australia s Best Program Delivery Company COPYRIGHT SEVEN CONSULTING 2018 ALL RIGHTS RESER Our Clients Seven Consulting have a proven track record
More informationProject Management Offices (PMO) in Australia Survey 2017
Project Management Offices (PMO) in Australia Survey 2017 Key Takeaway In the Age of the Customer, the expectation that a customer gets what they need when they need it, has been influenced by Digital
More informationEnterprise Asset Management. Enterprise Asset Management 1
Enterprise Asset Management 1 Introduction Managing assets effectively is critical to the success of organisations that depend on complex physical assets to deliver services. Increasingly, operators and
More informationStrategic & Agile Project Portfolio Management
Welcome Transforming your Project Portfolio Management Processes 1. Portfolio Management Sara Nuñez 2. Project Management Ali Forouzesh Objetive Bring awareness of the transformational needs of the project
More informationHead of Programmes and Performance Improvement
Job details Job title: Head of Programmes & Performance Responsible to: Director of Business Effectiveness Responsible for: Posts in the Project Management Team and the Performance Team Location: Liverpool
More informationEvolution of the Project Management Office. A Guide to Helping the PMO Thrive
Evolution of the Project Management Office A Guide to Helping the PMO Thrive What is the Project Management Office? The Project Management Office (PMO) encourages a new way of thinking about project management
More information2012 FORRESTER APAC EVENT SPONSORSHIPS POWERFUL CONTENT LEADING INDUSTRY SPEAKERS THOUGHT-PROVOKING IDEAS
We have been very pleased with the organization and the content of Forrester s events. The level of attendees was quite impressive and we had a lot of very interesting conversations at our exhibition stand
More informationAPMP. Knowledge Evaluation
APMP Knowledge Evaluation The Project Context These questions test knowledge of APMP topics covering the Project Context. Correct answers are also provided to enable you to check your answers against the
More informationPosition Description. NZSIS Information Technology Manager. NZSIS mission and values. Our mission. Branch/Directorate:
NEW ZEALAND INTELLIGENCE COMMUNITY Position Description NZSIS Information Technology Manager Branch/Directorate: Responsible to: Position purpose: Information Technology Branch, Operational Enablement
More informationDriving Client Innovation Through Outsourcing Relationships
Driving Client Innovation Through Outsourcing Relationships Dr Colin Harrison Director, Strategic Innovation IBM Service Delivery Europe Agenda New market realities Innovation a spectrum Innovation Sourcing
More informationWhite Paper. PDC Taxonomy
PDC Taxonomy This White Paper is designed to provide some clarity in the terms used to describe Portfolio, Program and Project management (a PPP Taxonomy) and their key governance, support and oversight
More informationEstablishing benefits ownership and accountability BENEFITS REALIZATION MANAGEMENT
Establishing benefits ownership and accountability BENEFITS REALIZATION MANAGEMENT ABOUT THIS REPORT PMI s Thought Leadership Series research on establishing benefits ownership and accountability was conducted
More informationStrategic Planning and Portfolio Management. Bob Frasier March 22, 2018
Strategic Planning and Portfolio Management Bob Frasier March 22, 2018 HOUSEKEEPING ITEMS Everyone will be muted throughout the entire presentation You are welcome to ask questions at any time using the
More informationHighways England People Strategy
Highways England People Strategy 1. Accountable Leadership 2. Capable Employees We require positive, proactive and engaging leadership to be demonstrated at all levels of the organisation, through all
More informationRole profile. Director Business Development & Operations
Role profile Basic information Job title Location Reports to (Job Title) Director Business Development & Operations New Delhi CEO Change Alliance Direct Reports 4-5 Travel requirements More than 75 days
More informationManaging Project Portfolio. Contents are subject to change. For the latest updates visit
Managing Project Portfolio Page 1 of 7 Why Attend The overall aim of this course is to provide participants with a generic and practical methodology to build and manage a balanced project portfolio. The
More informationRisk Management Implementation Plan
41 07 Management Author: Dr Kevin Street; Interim Chief Officer Date: 20 November 2015 Version: 1 Sponsoring Executive Director: Rhiannon Beaumont-Wood Who will present: Kevin Street Date of Board / Committee
More informationLeadership & Strategic Thinking in the Oil, Gas & Petrochemicals Industry
An Intensive 5 Day Training Course Leadership & Strategic Thinking in the Oil, Gas & Petrochemicals Industry Sustaining Profitable Growth in a Changing Global Business 15-19 Apr 2019, New York 10-14 Jun
More informationBusiness Case Guidelines for Investment in Information Technology
Business Case Guidelines for Investment in Information Technology Citation: Ministry of Health. 2004. Business Case Guidelines for Investment in Information Technology. Wellington: Ministry of Health.
More informationThe new focus for the digital CFO
2014 High Performance Finance Research The new focus for the digital CFO Consumer Goods and Services Results Accenture s ongoing research into the role of finance and enterprise performance mastery in
More informationRealising Corporate Goals with Pragmatic Change Management
Realising Corporate Goals with Pragmatic Change Management Achieving Organisational Goals Management of Change By Programmes & Projects "Survival of a species is determined by their ability to adapt to
More informationOvercoming the Biggest Challenges of an ITSM Program
SESSION 809 Friday, April 15, 10:15am - 11:15am Track: Service Management Excellence Overcoming the Biggest s of an ITSM Program Gary Case Principal Consultant, Pink Elephant g.case@pinkelephant.com Session
More informationIT Project- & Portfolio- OMV
Global Solutions IT Project- & Portfolio- Management @ OMV Bratislava, May 23, 2013 transform grow 42 run OMV Aktiengesellschaft Agenda 1 2 3 4 5 OMV and IT an overview Project-Management Methodology /
More informationSUCCESS PROFILE TELSTRA BAND 2 INDIVIDUAL CONTRIBUTOR
Business Unit Finance & Strategy Band 2 Work Code PRSVNMSP People Mgr/Ind Contrib IC Direct Expense n/a Generic Role Title Senior Procurement Specialist CAPEX n/a Market Role Title Senior Procurement Specialist
More informationThe Project Management Office (PMO) Introduction
The Project Management Office (PMO) Koos Taljaard October 2018 Our leaders are great thinkers. We need to take those ideas, make sure they are grounded and able to be executed. The PMO helps us do that.
More informationBoard Training and Development Programme
Board Training and Development Programme BGAF 1.1 and 1.2 Source Issue Action Lead Timing Summary Status DOMAIN 1 BUILDING BOARD CAPACITY AND COMMITMENT (BGAF Board composition and commitment) Succession
More informationPresentation to Stakeholders
Presentation to Stakeholders 7 th November 2017 Provide bulk water and sanitation services to improve quality of life and enhance sustainable economic development Chief Executive s Report Once again, excellent
More informationSUCCESS PROFILE TELSTRA BAND 2 PEOPLE LEADER
Business Unit Human Resources Band 2 Work Code HRTEAMMR People Mgr/Ind Contrib PM Direct Expense n/a Generic Role Title Delivery Manager Strategic Sourcing CAPEX n/a Market Role Title Strategic Sourcing
More informationInternal Audit. Providing Assurance Over Project Delivery. Chris Nugent Institute of Internal Audit - 11 March 2014
Internal Audit Providing Assurance Over Project Delivery Chris Nugent Institute of Internal Audit - 11 March 2014 1 Introduction Chris Nugent Delivery Roles: o Program & Project Management/Director o Organisational
More informationPM²-PPM Project Portfolio Management
PM²-PPM Project Portfolio Management https://www.linkedin.com/in/bertkips/ CoEPM² Senior Management Consultant PM² - Project Portfolio Management What? Why? Who? How? 2 What is a Portfolio? A collection
More informationChange and project management
Change and project management www.first.com What gets measured, gets d! -Change leader Change and Project Management Change and project management Prince 2, PMI and PCI When projects fail in an organisation,
More informationIf You Build It They Will Stay: Investing in Training and Development to Retain Top Talent
If You Build It They Will Stay: Investing in Training and Development to Retain Top Talent Summary Project management offices (PMOs) are often hampered in their ability to make a strong enterprise-wide
More informationTest Practice Lead - Functional
Test Practice Lead - Functional Leadership level Leading Leaders Job level 5 Job family Division / department Reports to manager job title Number of direct reports Financial accountabilities Key relationships
More informationEnter Foreign Markets with Advantage
Enter Foreign Markets with Advantage Introduction This note considers the challenges and opportunities for businesses when entering Foreign Markets. I use the term Foreign Market to describe any market
More informationPROJECT MANAGEMENT AND COMPLIANCE: Planning, Scheduling and Control
ISO 9001:2015 Certified ISO 29990:2010 Certified ISO 29990 16-JAN-19 PROJECT MANAGEMENT AND COMPLIANCE: Planning, Scheduling and Control 10-14 Mar 2019, Dubai 02-06 Sep 2019, Tbilisi 08-12 Dec 2019, Dubai
More informationOperational Transaction Services
Operational Transaction Services Working with you to make your acquisition a success Operational Transaction Services Working with you to make your acquisition a success 1 Operational Transaction Services
More informationSustainable Productivity
Benchmarking of Commonwealth and State Government corporate services 2014 Sustainable Productivity January 2015 www.pwc.com.au The highlights 2014 Benchmarking 64% of respondents indicated that organisational
More informationPMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO. Quick Tip Guide compliments of PMO Symposium San Diego, California, USA
PMO QUICK TIP GUIDE FOR ESTABLISHING, SUSTAINING, AND ADVANCING YOUR PMO Quick Tip Guide compliments of PMO Symposium San Diego, California, USA 1 ESTABLISH A NEW PMO At some stage in your journey as a
More informationHow a project approach will build change management capability across your organization
capability across your How a project approach will build change management capability across your Prosci Webinar How a project approach will build change management Enterprise Change Management Organizational
More informationThe Business Process CoE from Cost centre to Profit enabler
The Business Process CoE from Cost centre to Profit enabler 5 Key facts each COE leader should know BBC 2016 Sasha Aganova +1-416-473-9899 Sasha.Aganova@processrenewal.com Twitter: @SashaAganova 2 Agenda
More informationHow do we measure up? An Introduction to Performance Measurement of the Procurement Profession
How do we measure up? An Introduction to Performance Measurement of the Procurement Profession Introduction Stakeholder buy-in is definitely one of the biggest problems facing procurement in Australia
More information