Deepteam’s Post

Strategy Delivery - you have to think BIG - P3 and PMO Community. On the eve of our next event with the APM Governance Interest Network - presenting session 3 on "Connecting Project & Strategy Management through Integrated Governance - ABILITY" - I'm reflecting on some of the BIG feedback we've had. (you can find out more about the event here - this one - https://lnkd.in/e7BBdBz8 - is FULLY FULL - but more to follow....) BIG has been supported in development / publicity by professionals from strategy, governance, finance, product management, change, operations and IT - but we emerged out of P3/PMO. The P3 / PMO community is especially mature with its multiple sources of wisdom and transferrable skillsets. However - being expert in P3 or PMO doesn't always lead to a pathway outside the domain - which is great if you want to be P3 / PMO "indefinitely". Fortunately - MULTIPLE instances of feedback we have on the BIG Concepts, Principles and Components suggest we are enabling P3 professionals to have COMPLETELY different conversations with Executives, and COMPLETELEY new options for career direction. "I realised that up until now I haven’t had a clear direction of my professional development: project manager / PMO… indefinitely. And thanks to BIG and to your kind offer about becoming an Associate, I see that it could be a new vector of my career - becoming Strategy delivery director! Thank you for this insight." If you work in PMO, or at any level in Portfolio, Programmes or Projects - you may be able to leverage BIG to - reach up and make strategy connections - reach out and build better connections to your customers and suppliers - reach across and help colleagues in business units, product groups, and other support functions to better serve the purpose and objectives of our organisations. Access our Introduction video - https://lnkd.in/eKasbm5v Read the Body of Knowledge Outline - https://lnkd.in/e3htUKEz Become a Member to access the rich content - https://lnkd.in/e7EaQC78 Take an exam to acquire a new credential - https://lnkd.in/en8Xy5_G Think BIG and talk differently. Develop and grow - you and your organisation... https://big-cic.org.uk/ Alex Shapley Greg Krawczyk Natalia Jobson, PMP

Strategy Delivery - you have to think BIG - P3 and PMO Community. On the eve of our next event with the APM Governance Interest Network - presenting session 3 on "Connecting Project & Strategy Management through Integrated Governance - ABILITY" - I'm reflecting on some of the BIG feedback we've had. (you can find out more about the event here - this one - https://lnkd.in/e7BBdBz8 - is FULLY FULL - but more to follow....) BIG has been supported in development / publicity by professionals from strategy, governance, finance, product management, change, operations and IT - but we emerged out of P3/PMO. The P3 / PMO community is especially mature with its multiple sources of wisdom and transferrable skillsets. However - being expert in P3 or PMO doesn't always lead to a pathway outside the domain - which is great if you want to be P3 / PMO "indefinitely". Fortunately - MULTIPLE instances of feedback we have on the BIG Concepts, Principles and Components suggest we are enabling P3 professionals to have COMPLETELY different conversations with Executives, and COMPLETELEY new options for career direction. "I realised that up until now I haven’t had a clear direction of my professional development: project manager / PMO… indefinitely. And thanks to BIG and to your kind offer about becoming an Associate, I see that it could be a new vector of my career - becoming Strategy delivery director! Thank you for this insight." If you work in PMO, or at any level in Portfolio, Programmes or Projects - you may be able to leverage BIG to - reach up and make strategy connections - reach out and build better connections to your customers and suppliers - reach across and help colleagues in business units, product groups, and other support functions to better serve the purpose and objectives of our organisations. Access our Introduction video - https://lnkd.in/eKasbm5v Read the Body of Knowledge Outline - https://lnkd.in/e3htUKEz Become a Member to access the rich content - https://lnkd.in/e7EaQC78 Take an exam to acquire a new credential - https://lnkd.in/en8Xy5_G Think BIG and talk differently. Develop and grow - you and your organisation... https://big-cic.org.uk/ Alex Shapley Greg Krawczyk Natalia Jobson, PMP

How can PMO Professionals turn a £125 / year investment into thousands of £ / ROI? I am a paid member in multiple P3M Related associations & professional bodies but I have to give compliments to the team behind the House of PMO because the interactive events they have for members are incredible. If you are in a PMO role and you don’t have a membership yet, you are missing out big time! https://lnkd.in/dVfgqkzT The Integrated PMO 17 July @ 1:00 pm - 2:00 pm BST Virtual Event In this presentation, you’ll explore the evolution of the Integrated PMO (IPMO) and its crucial role in aligning people, processes, and technology across an organisation. We are joined by Dr Waffa Adam, PMO consultant, author, and speaker, to examine the key elements that make an IPMO successful, focusing on integrating governance structures, fostering a collaborative culture, and leveraging advanced technologies. You’ll gain a comprehensive understanding of how organizations can overcome challenges, implement scalable processes, and embrace continuous improvement to drive strategic alignment and deliver sustainable value. This presentation will provide actionable insights and best practices for enhancing your own PMO’s effectiveness and integration capabilities. In addition, Waffa will highlight key areas from case organisations she published jointly with Ian LaLiberte from Toronto Dominion Bank (TD) and recently with Joe Campa from the Ontario Power Generation (OPG), who won the PMO of the Year award in 2023. Waffa will highlight how these organisations successfully integrated all the aforementioned elements to make their ePMO an Integrated PMO. Dr.Waffa is the Principal and Managing Director of Global PMO Solutions with over 20 years of experience across management consulting, financial services, IT, Project management, and Education industries. Waffa has expertise in establishing practical PMOs and revitalizing and assessing the value propositions of existing PMOs. She has held senior positions as a head of PMO, ensuring alignment with organizational strategy. As a PMO specialist and consultant, she has helped Fortune 100, midsize, and small-sized organizations improve their PMO establishments by building scalable standards and proven solutions to enhance their strategic alignment and delivery process. She has experience in organizational change management, digital transformation, Agile and Lean adoption and sustainability, strategy execution, program, portfolio, and project management office (PMO). Before establishing Global PMO Solutions, she held many positions, ranging from the Big 5 to small startups. She was responsible for establishing PMOs, including portfolios, building governance models, and benchmarking process improvement. She helped organizations achieve their value proposition by building and sustaining transformational change management to improve their delivery and performance and achieve operational excellence.

Thanks Victorious Ndidi Eche PMO-Project Management for sharing the Project Management Institute CTA. Yes, I agree, the PMO has evolved beyond just governance; it’s now about being strategic partners in our organizations. If we look at the aviation sector, it’s a great example of how to adapt and thrive. Airlines, airports, ANSPs, and GHAs invest heavily in technology and training to ensure safety, efficiency, EX and CX. Similarly, our PMOs need to embrace advanced tools and foster a culture of continuous learning. By aligning closely with our organizational goals and being flexible to change, we can truly elevate our PMOs from just supporting projects to driving real value and innovation. Let’s aim high together, our teams and organizations deserve nothing less #PMIPMO #ElevatePMO

Case Study: The Organizational Structure of the PMO Introduction The organizational structure of the Project Management Office (PMO) significantly impacts its effectiveness in achieving project objectives and aligning with corporate strategy. This case study examines a hybrid PMO structure implemented within a multinational financial services organization to balance centralized oversight with decentralized flexibility. Background The organization faced challenges in managing its diverse portfolio of projects across multiple regions, including inconsistent project outcomes and resource inefficiencies. In response, it adopted a hybrid PMO structure to ensure both standardization and adaptability. The hybrid model combines the benefits of centralized governance and decentralized operational flexibility, making it ideal for organizations operating across geographies or business units. The Hybrid PMO Structure In this case, the PMO comprises a central unit located at the corporate headquarters and multiple satellite PMOs embedded within regional offices. The central PMO focuses on governance, standardization, and strategy alignment by providing a unified framework, tools, and methodologies. Meanwhile, regional PMOs operate semi-independently, tailoring project execution to local contexts while adhering to the overarching guidelines. For example, the central PMO oversees enterprise-level projects and maintains a repository of best practices, while regional PMOs manage localized initiatives. This structure allows for efficient resource utilization and ensures that projects align with both corporate strategy and regional needs. Impact of the Hybrid Structure The hybrid PMO structure has improved project success rates and enhanced collaboration between corporate and regional teams. Additionally, it has enabled quicker decision-making and better adaptation to market-specific challenges, significantly contributing to the organization’s overall efficiency. Conclusion The hybrid PMO structure demonstrates an effective approach to balancing centralized control with decentralized flexibility. It has enabled the financial services organization to manage complexity, improve project outcomes, and maintain alignment across its diverse operations. References Müller, R., & Klein, G. (2022). PMO Structures in Global Organizations: A Comparative Analysis. International Journal of Project Management, 40(1), 45-58. Turner, J. R., & Ledwith, A. (2023). Strategic PMO Design: Balancing Governance and Agility. Project Management Journal, 54(2), 25-39.

For anyone involved in project management, understanding your PMO (Project Management Office) maturity is crucial. Many face the challenge of figuring out where their PMO stands and how to elevate its effectiveness. This article offers some valuable steps to assess and enhance your PMO maturity. Start by identifying your current practices and processes. This lays the groundwork for improvement. Once you have that baseline, set clear goals that aim at specific aspects of project management. Prioritize these goals based on their potential impact, and don't forget to involve your team in this journey. Gaining buy-in from your team can make all the difference. Implementing these strategies isn't just about checking boxes; it's about creating value. A mature PMO leads to more successful projects, better resource management, and an overall uplift in team morale. More importantly, it positions your organization for sustainable growth. I'd love to hear your experiences! What steps have you taken to assess and improve your PMO maturity? Let's share insights and learn from one another. https://lnkd.in/gfukEP72

I'm LinkedIn famous now! But on a serious note, if you have a few minutes to read how and why I used a simple-to-use toolkit to deliver this project, head on over to our blog. #digitalhealthcare #digitaltransformation #pmotoolkit

A fantastic read of the efficiencies you can get within your project from our PMO toolkit by Heather Payne . Really simple but extremely effective in ensuring capturing risks, issues, decisions, actions, communication is delivered in a standardised approach within the PMO using our toolkit, which can be easily lifted and shifted onto your projects.

As I make my drive back from speaking to an Entrepreneur class at Auburn University about Project Management, LinkedIn is doing the magical work of helping me share another incredible Global PMO Partners consultant who recently joined us! Please meet Geri Stivers - yep - another former GPMO client who was the Enterprise PMO Director for a Tax Software company. We had the opportunity to support Geri and her PMO team with their Smartsheet PPM implementation back in 2021 (GPMO's Year 1). After traversing a divestiture/acquisition, Geri engaged with GPMO again for 2023-2024 managed service support for the divested company. We enjoyed supporting Geri's ongoing Smartsheet services needs! Within the last couple of months, we were able to bring Geri into the GPMO family. When creating a PPM solution for a client, the part we don't always get to see is their vision and passion for transformation beyond the system we are helping them implement! It has been invigorating to get to see the vision and passion side of Geri these last few months. Geri truly has a unique set of service offerings that we are proud to share with you today: 1. Need to backfill your PMO leader role? Or do you really need a PMO, but not a full-time resource? Connect with Geri to learn more about her Fractional PMO Leader services. 2. You need to set up a new PMO? Or you've set up a PMO, but you need help taking things to a new level? Geri can take you on a journey with our PMO Maturity services. 3. Maybe you've been listening to Pierre Le Manh and Project Management Institute's shift from Project Management Success to Project Success and wondering how does your organization make this happen? * Geri can help you shape your transformational journey from a traditional PMO (Project Management Office) to a VMO (Value Management Office) * As part of Geri's Business Transformation & Lean Process Improvement, she specializes in Value Stream Management (VSM) services. "Definition: Value Stream Management (VSM) is a leadership and technical discipline that enables the maximum flow of business value through the end-to-end solution delivery life cycle." according to © Scaled Agile, Inc. https://lnkd.in/etREYMKQ As you are planning and forecasting your business transformation journey for 2025, connect with Geri to explore more about how Geri can help you mature your PMO, transition your PMO to a VMO, and/or instill Value Stream Management into your Agile framework: https://lnkd.in/eispvVjZ

The readymade and proven resources of our project management office (PMO) toolkit help our clients to focus on the deliverables of their digital transformation programmes. In this article, Heather Payne, a Project Support Officer from our fantastic delivery team, explains how she uses our PMO toolkit to support healthcare organisations to get the best results from their change projects. Read it now at: https://buff.ly/4eHyjGP You can also learn more about the super productive PMO toolkit developed by our delivery team here: https://buff.ly/3sxWOCI #ProjectManagement #DigitalHealthcare #DigitalTransformation