reinhard wagner
TRANSCRIPT
We are IPMA 1 ®
The rise of the Enterprise PMOReinhard Wagner and Emma-Ruth Arnaz-Pemberton
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]
eVa21, London, June 2016 3 ®
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
eVa21, London, June 2016 6 ®
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