Lessons from the best PMOs in the world
PMO Global Awards: The countries that competed
Peru
Slovakia
Hong Kong
South Africa
The countries that won
PMO: Enemy or ally?
The PMO as servant leader
What’s in a name?
• Project Office
• Portfolio office
• COE
• Executive office
• Agile project office
• …
It’s about what you do, not what you’re called
PMO
Services
Processes
& methods
Talent
manage-
ment
PM
support
Tools &
tech-
nology
Monitoring
Multiple PMOs
Multiple PMOs – don’t duplicate, co-operate
Executive
Systems
PMO
Marketing
PMO
Technology
PMO
Strategic
PMO
Award for the best sponsor of the year
• Clear vision and expectations
• Fighting for their project
• Personal engagement
• Ability to decide
• Team motivation & support
It’s about creating a culture of project excellence
Evaluate every process for agility
We have to be more responsive… (OK more agile!)
Communicating projects and portfolios
Internally …and externally
The PMO could promote projects as well as project practices
Focus on big data
The PMO is best placed to offer insights on project data
If you can’t measure it….
The PMO must be held to account
The PMO as servant leader
• It’s about what you do, not what
you’re called
• Multiple PMOs – don’t duplicate,
co-operate
• It’s about creating a culture of
project excellence
• We have to be more responsive
…(OK more agile!)
• The PMO could promote projects
as well as project practices
• The PMO is best placed to offer
insights on project data
Are youholdingyour PMO to account?
Thank you!
https://za.linkedin.com/in/picubed
@worsley_louise
• Name | Louise Worsley
• Web | www.pi3.co.za
• Email | lworsley@pi3.co.za

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Lessons from the best PMOs in the world

  • 2. PMO Global Awards: The countries that competed
  • 4. PMO: Enemy or ally? The PMO as servant leader
  • 5. What’s in a name? • Project Office • Portfolio office • COE • Executive office • Agile project office • … It’s about what you do, not what you’re called PMO Services Processes & methods Talent manage- ment PM support Tools & tech- nology Monitoring
  • 6. Multiple PMOs Multiple PMOs – don’t duplicate, co-operate Executive Systems PMO Marketing PMO Technology PMO Strategic PMO
  • 7. Award for the best sponsor of the year • Clear vision and expectations • Fighting for their project • Personal engagement • Ability to decide • Team motivation & support It’s about creating a culture of project excellence
  • 8. Evaluate every process for agility We have to be more responsive… (OK more agile!)
  • 9. Communicating projects and portfolios Internally …and externally The PMO could promote projects as well as project practices
  • 10. Focus on big data The PMO is best placed to offer insights on project data
  • 11. If you can’t measure it…. The PMO must be held to account
  • 12. The PMO as servant leader • It’s about what you do, not what you’re called • Multiple PMOs – don’t duplicate, co-operate • It’s about creating a culture of project excellence • We have to be more responsive …(OK more agile!) • The PMO could promote projects as well as project practices • The PMO is best placed to offer insights on project data
  • 13. Are youholdingyour PMO to account?
  • 14. Thank you! https://za.linkedin.com/in/picubed @worsley_louise • Name | Louise Worsley • Web | www.pi3.co.za • Email | lworsley@pi3.co.za

Editor's Notes

  • #3: 64 countries approached 42 entrants / countries Run like a football cup with 5 rounds of judging 4 entrants to final round Over 200 judges 5 judges named best judge – Reon – Ireland – gave over 2 pages of feedback Estimated 200 person days of effort from judges and PMOs 13 sectors represented – from Agriculture in Pakistan and Morocco, health care in Canada, wind farms in Sweden, Engineering – the Russia equivalent of the Gautrain for the football world cup, USA - mining Finance and IT being the largest represented sectors
  • #6: More than 40 services – grouped into 5 Which services were used depended upon the context of the business unit and their maturity in projects