Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
P3O - The Value Adding PMO - from Strategy to ProjectsTony Vynckier
The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
The document discusses portfolio management, program management, and project management. It defines each term and explains how a Program, Portfolio, and Organizational Office (P3O) can facilitate successful portfolio, program, and project management (P3M). A P3O provides decision support, standards, oversight, and assurance to deliver the right programs and projects, ensure consistency, and build a competent workforce to effectively execute organizational change. Establishing a P3O with a portfolio office, center of excellence, and temporary program and project offices can increase the chances of successfully delivering strategy and projects on time and on budget.
Personally designed (content + graphics design), officially accredited P3O® Foundation courseware.
Portfolio, Programme and Project Offices (P3O®) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
P3O (Portfolio, Programme and Project Offices) is a framework that provides principles, processes and techniques to help organizations successfully establish support structures to manage projects, programmes and portfolios. It offers models for portfolio, programme and project management offices, and defines roles and responsibilities. Implementing a P3O can provide benefits such as closer alignment of initiatives with strategic objectives, reduced costs from stopping non-beneficial initiatives, and fewer duplicative or conflicting projects. Maven Training is an accredited provider of P3O training and qualifications, with experienced trainers, high pass rates, and resources to help students effectively learn and apply the P3O framework.
APM webinar sponsored by the Northern Ireland Branch on 10 March 2022.
Speakers:
Brendan Harkin, BEng, MICE, DiPEM, MAPM, ChPP
Michael Bradley, MEng
Presentation on the development of a P3O Information Management system for Translink. Includes visual demonstration.
Translink is responsible for planning and delivering a diverse portfolio of programmes and projects to maintain and enhance its bus and rail fleet, railway infrastructure, passenger and engineering facilities and business systems.
Having already established a P3O organisational framework, Translink’s PMO identified the need for a new Information Management system to support integrated portfolio, programme and project management activities and performance to enable business change.
The system also needed to be capable of managing an increasing portfolio of projects and users as well as assuring real time data management and ‘single truth’ for reporting.
Translink’s P3O IM system now supports the management of a portfolio of over 800+ projects and expenditure of £200-£300 million+ per annum.
https://youtu.be/WUHjX9C8RMI
https://www.apm.org.uk/news/p3o-information-management-system-webinar/
A PMO (project or program management office) helps solve project-related issues through centralization, process efficiency, and best practices. The goals of a PMO are to separate high-priority projects from low-priority ones, enable a higher level of project management using best practices, and focus on issues before they become problems. Key PMO components include planning, mentoring, training, tools, processes, and reporting to facilitate improved project performance and a more effective organization.
Delivered to clients in U.A.E and Africa within the past month at their request. Clients had already put in place a project methodology but now wanted support in maximising the benefits.
P3O - The Value Adding PMO - from Strategy to ProjectsTony Vynckier
The document discusses the role and functions of a Portfolio, Program, and Project Office (P3O). A P3O is a decision-enabling and delivery support model that bridges strategic initiatives with ongoing business operations. It supports senior management decision making, ensures alignment of projects to strategy, and optimizes resource management and project delivery. Key functions of a P3O include portfolio management, program management, project management, and acting as a center of expertise. Establishing a P3O can help organizations effectively manage all business change initiatives and realize intended benefits.
The document discusses portfolio management, program management, and project management. It defines each term and explains how a Program, Portfolio, and Organizational Office (P3O) can facilitate successful portfolio, program, and project management (P3M). A P3O provides decision support, standards, oversight, and assurance to deliver the right programs and projects, ensure consistency, and build a competent workforce to effectively execute organizational change. Establishing a P3O with a portfolio office, center of excellence, and temporary program and project offices can increase the chances of successfully delivering strategy and projects on time and on budget.
P3O (Portfolio, Programme and Project Offices) is a set of principles, processes and techniques to help organizations successfully establish support structures for projects, programs and portfolios. It provides models for portfolio, programme and project offices to strategically plan and support business changes. Implementing a P3O can align projects to strategic objectives, reduce costs by stopping non-beneficial initiatives, and improve delivery success. P3O qualifications test understanding of the framework and ability to apply it to project situations.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
This document provides an introduction to support offices and the Portfolio, Programme & Project Offices (P3O) framework. It begins with learning objectives about understanding the context of P3Os and definitions of key terms. It then distinguishes between portfolios, programmes and projects, noting that portfolios manage an organization's entire investment in change, programmes coordinate groups of related projects, and projects deliver specific outputs. The document outlines governance responsibilities and decision support roles for P3Os and explains they help organizations balance 'business as usual' operations with strategic change initiatives.
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document provides an introduction to value management and Management of Value (MoV). It defines key concepts like value, value management, benefits, outcomes and dis-benefits. It explains that MoV is a process-based approach that focuses on what things do (their functions and value drivers) rather than what they are. MoV aims to maximize value in line with objectives and stakeholder requirements. It does this through a number of processes and techniques applied in a structured manner. Using MoV provides benefits such as more efficient delivery, clearer objectives and scope definition, optimal balance between investment and costs, and innovation aligned with goals.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
The document discusses governing IT operations (RUN) and projects (BUILD). It introduces IT governance and the COBIT framework, which separates IT processes into four domains: plan and organize, acquire and implement, deliver and support, and monitor and evaluate. The framework aims to ensure alignment of IT with organizational objectives and strategies. The document will cover integrating governance over RUN and BUILD activities, and provide case studies.
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
P3O (Portfolio, Programme and Project Offices) is a set of principles, processes and techniques to help organizations successfully establish support structures for projects, programs and portfolios. It provides models for portfolio, programme and project offices to strategically plan and support business changes. Implementing a P3O can align projects to strategic objectives, reduce costs by stopping non-beneficial initiatives, and improve delivery success. P3O qualifications test understanding of the framework and ability to apply it to project situations.
The document discusses establishing a project management office (PMO) and outlines several key points:
1. It describes different PMO models and maturity levels, noting that there is no "one size fits all" solution and a PMO must be tailored to an organization's needs.
2. Benefits of a PMO include completing more projects on time and on budget, improved access to project information, and greater organizational satisfaction.
3. Common reasons why PMO implementations fail include lack of buy-in, not demonstrating value, being seen as too authoritative, and not addressing required cultural changes.
4. To be successful, a new PMO must establish recognizable value quickly and avoid being perceived as
The document discusses establishing an effective Project Management Office (PMO). It defines key terms like project, program, and portfolio. It outlines benefits of a PMO like gaining visibility of projects, aligning investments with objectives, and prioritizing investments. Business Beam can assist organizations in establishing a PMO, making the PMO a center of excellence through tools and benchmarks, and sustaining and improving the PMO over time.
This document discusses enterprise project management (EPM) and the role of a project management office (PMO). It provides an overview of the EPM model, which includes project, program, and portfolio management supported by organizational structures, people, technology, and processes. It then describes the functions and responsibilities of a PMO in more detail, including how it can help standardize processes, provide resources and training, and act as a central repository. The document also includes sections on project management processes and documents, risk management, and critical success factors for establishing an effective PMO.
This document provides an introduction to support offices and the Portfolio, Programme & Project Offices (P3O) framework. It begins with learning objectives about understanding the context of P3Os and definitions of key terms. It then distinguishes between portfolios, programmes and projects, noting that portfolios manage an organization's entire investment in change, programmes coordinate groups of related projects, and projects deliver specific outputs. The document outlines governance responsibilities and decision support roles for P3Os and explains they help organizations balance 'business as usual' operations with strategic change initiatives.
This document provides an overview of setting up a Project Management Office (PMO). It discusses what a PMO is, why organizations need them, and the key components and structures of an effective PMO. A PMO sets standards, provides governance, and establishes processes to manage projects consistently. It aims to deliver projects efficiently and successfully while improving reporting, resource management, and alignment with organizational strategy. The document outlines the functional, structural, and disciplinary facets of a PMO and how they work interdependently. It also promotes accessing the full guide online for more details on PMO components, maturity levels, setup, and considerations.
Program Management Office (PMO) tools shouldn't be overly complicated or difficult to use. With PMOView, your organization can quickly mash up data sources and build custom integration points between enterprise leading products like HP PPM, ALM, and Agile Manager.
The document discusses project management offices (PMOs), including their implementation, functions, and sustainability. It provides an overview of key PMO roles and categories. Supportive PMOs assist with tasks while controlling and directive PMOs have more authority. The document outlines factors for PMO success, such as clear expectations and communication. It also discusses how PMOs can evolve to meet changing business needs, from a focus on risk reduction to optimizing project portfolios and benefits realization. Ensuring sustainability requires continuous improvement, governance, and standardization of project management practices.
The document discusses establishing a project management office (PMO) to standardize project management practices, provide training and career development for project managers, and help align projects with business strategies. Key elements of an effective PMO include establishing governance over project selection and decision making, using a standardized project management process with stage gate reviews, implementing supporting tools and templates, and promoting continuous improvement of processes.
This document discusses implementing a Project Management Office (PMO). It defines a PMO as an organization that standardizes project governance processes and shares resources. PMOs centralize, coordinate, and oversee project and program management. The goals of a PMO are to improve project practices and results, help managers achieve goals, provide metrics on lessons learned and results, and develop professional skills. There are three types of PMOs: supportive, controlling, and directive. Best practices for a PMO involve selecting a balanced team with various skills, developing tools and templates, and collecting measurable data and lessons learned from projects. When starting a PMO, its goals should align with the organization's strategy and it should continuously add value through communication and
Personally designed (content + graphics design), officially accredited MoP® Foundation courseware.
MoP® (Management of Portfolios) is part of the AXELOS Global Best Practice Guidance.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The document outlines a plan to deploy a program management best practice framework across an insurance group. It discusses the current issues, objectives of presenting the plan, and scope. It then covers the deployment concept including work streams, governance structure, risks, and KPIs. The plan aims to standardize program management practices through training, tools, and change management work streams while establishing governance and tracking progress.
This document outlines the role and functions of a Project Management Office (PMO) for Petrojet. It begins with definitions of a PMO and discusses why organizations implement them to reduce project failures, deliver projects on time and budget, and increase cost savings. It then describes Petrojet's PMO vision, mission, and scope of work, which includes standardizing project management processes, tracking performance metrics, managing talent, and sharing knowledge and lessons learned. Finally, it provides details on steps for implementing the PMO, such as issuing project charters and management plans, monitoring risk registers, and utilizing training programs, databases and dashboards to improve project delivery.
Project Management Office Roles Functions And BenefitsMaria Erland, PMP
Created to demonstrate how an organization can improve the delivery of project management services both internally and externally using best practices. A project management office, empowered to govern a project portfolio, including the prioritization process that selects projects for the portfolio, can demonstrate measurable benefits by implementing a project management office using best practices. This presentation explains the roles, functions and benefits of such an office.
This was my dream assignment. I set up and built capabilities for a Project Management Office for a new technology division. I worked with my leadership, within the team, across with key stakeholders to design and implement a standardized Project Management approach for the team. The capstone of this experience, however, was working on the next phase of the PMO office. This presentation is what we shared with our division leadership to document our growth and map out ways to strengthen our capabilities.
Read more at leadanddeliver.com.
Project governance provides a framework to ensure projects deliver expected value. It involves defining what the organization wants to achieve, how projects will be planned and executed, and how success will be measured. Implementing a project governance model based on a maturity framework like OGC P3M3 can improve budget/schedule predictability, productivity, quality and customer satisfaction. Reaching level 3 maturity involves defining standard processes in key areas like risk management and implementing them consistently across projects.
The document provides an introduction to value management and Management of Value (MoV). It defines key concepts like value, value management, benefits, outcomes and dis-benefits. It explains that MoV is a process-based approach that focuses on what things do (their functions and value drivers) rather than what they are. MoV aims to maximize value in line with objectives and stakeholder requirements. It does this through a number of processes and techniques applied in a structured manner. Using MoV provides benefits such as more efficient delivery, clearer objectives and scope definition, optimal balance between investment and costs, and innovation aligned with goals.
Effective GOVERNANCE in Project Portfolio ManagementMichal Augustini
The document discusses effective governance in project portfolio management. It begins by defining project portfolio management as screening, selecting, and prioritizing projects; monitoring and reprioritizing projects; and tracking and managing realized benefits. It then notes that ineffective governance is a primary reason companies fail to achieve best-in-class portfolio status. The document goes on to discuss methodology for gathering information through related readings, developing interview questions, interviewing experts, and analyzing primary and secondary sources to identify issues in project portfolio management and recommendations. Key points from interviews and articles are presented, such as the need for proper tools and using data effectively. Seven critical success factors for effective governance in project portfolio management are listed.
The document discusses governing IT operations (RUN) and projects (BUILD). It introduces IT governance and the COBIT framework, which separates IT processes into four domains: plan and organize, acquire and implement, deliver and support, and monitor and evaluate. The framework aims to ensure alignment of IT with organizational objectives and strategies. The document will cover integrating governance over RUN and BUILD activities, and provide case studies.
MoP - The brand new Portfolio Management Standard - be the first to find out about it. We are the first to offer consultancy, training and assessment based on this newest standard.
The document discusses assessing maturity models PMI/OPM3 and CMMI within the context of the COBIT framework. It provides an agenda for an assessment including analyzing the approaches, identifying gaps, and recommending next steps. It describes the models and compares them, noting that while CMMI focuses on software engineering, OPM3 focuses on project management. The approach outlined analyzes the models' coverage within COBIT domains, assesses gaps, and recommends quantified next steps for gap closure.
Project, Program, Portfolio Management (P3M) Framework – A set of policies, processes, tools, and governance models designed to support organizations in achieving strategic and tactical benefits from their investments in projects, programs, and portfolios. P3M
Helps achieve...
•Transparency – Line of sight into decisions, performance, and benefits
•Accountability – Ownership and decision-making thresholds defined and governed
•Compliance – Comply with organizational and public sector policies, regulations, and guidelines
•Cost Savings – Eliminate wasteful spending, out-of-control execution, re-invention, and disconnected operations
•Funds Optimization – Obtain optimal benefits for amount budgeted and expended
•Benefits Realization – Achieve the intended benefits as described in the business case
Personally designed (content + graphics design), officially accredited AgilePgM® (Agile Programme Management) Foundation courseware.
AgilePgM® is a Registered Trade Mark of Dynamic Systems Development Method Limited.
Trademarks are properties of the holders, who are not affiliated with courseware author.
The document provides an overview of the MSP (Managing Successful Programmes) framework. It defines key terms like project, programme and portfolio. It explains that a programme coordinates projects and activities to deliver outcomes that benefit the organization's strategy. The document outlines the MSP transformational flow and governance themes, and how they work together. It also provides a brief history of the development of the MSP standard.
Personally designed (content + graphics design), officially accredited Change Management Foundation courseware.
Trademarks are properties of the holders, who are not affiliated with courseware author.
Programme management involves coordinating related projects to achieve strategic organizational change. The Managing Successful Programmes (MSP) framework provides principles and processes for effective programme management. It defines roles, governance, and the lifecycle from initial idea to benefits realization. MSP qualifications validate understanding of terminology, structure, and applying programme management skills. Training with Maven helps prepare for qualifications through materials, experienced trainers, and exam support.
Alexander Best is a Project Manager and LEAN Navigator with over 10 years of experience in project management, process improvement, and change management. He has managed projects across multiple industries including financial services, insurance, pharmaceuticals, and more. Alexander is proficient in various project management methodologies including PRINCE2, LEAN/SixSigma, Agile, and ITIL. He aims to bring clear communication and a solution-oriented approach to his roles.
Peter is a Belgian national who received a degree in Commercial Engineering in Finance from the Catholic University Leuven with high honors. He has over 15 years of experience as a SAP FI/CO consultant and project manager. Currently, he runs his own consulting firm called Melior Consulting which provides SAP FI/CO and project management services.
This document provides a summary of Christian Hunger's experience as a Senior Business Analyst and Project Manager with over 17 years of experience in the financial services industry. He has extensive expertise in life and pensions, wealth management, asset management and regulatory projects including Solvency II. He has worked for several large financial institutions and has a proven track record of successfully delivering projects on time while managing stakeholders. His skills include business analysis, project management, process modeling and communication.
Sahar Kamal has over 8 years of experience as a senior SAP FICO consultant. She has an SAP FI certification and degrees in accounting. She has worked on numerous SAP implementations for companies in various industries, taking on roles such as business analysis, configuration, training, and support. Her experience includes full life cycle implementations from project preparation through go-live and support.
This document provides information about Atos Origin's Transition & Programme/Project Management department. It discusses Atos' focus on understanding business objectives, ensuring business continuity, managing change, and end-to-end project management. It also describes Atos' Project Support Office which aims to improve project results, reduce costs, drive competency development, and assure quality. Finally, it lists some of Atos' clients across various industries.
Piti Prasertsuksean has over 15 years of experience in IT management, project management, business analysis and development. He received a Master's degree in International Business from NIDA and a Bachelor's degree in Computer Science from Chulalongkorn University. Currently he is the IT Division Manager at Sukishi Intergroup and Business Development Director at Thai Unichem Intertrade Co., Ltd., where he is responsible for various duties including budgeting, operations management, project management, and system implementations. He has managed projects for various companies across multiple industries.
This curriculum vitae outlines Marie Giani's professional experience and qualifications. She is currently employed as a Project Coordinator at Aspen Pharmacare Holdings Ltd, where her responsibilities include assisting the Project Manager, managing project budgets and schedules, and communicating project status. Previously she held roles such as Executive Assistant, Publishing Manager, and Product Support, demonstrating skills in administration, communication, and project coordination. She has relevant qualifications and certifications in areas such as project management, finance, and digital marketing.
Patrick Verriest has over 30 years of experience in program management, change management, quality management, and business process management. He is currently the Head of Outsourcing and Vendor Management at Alpha Card. Previously, he held several director and senior project manager roles implementing ERP systems, processes, and programs at companies such as DHL, Mobistar, Banksys, SPE/Luminus, Tuc Rail, and Essent. He has extensive expertise in successfully delivering large-scale projects and programs on time and on budget.
Vertigus is a consulting firm founded in 2008 with offices in Portugal and Brazil. It offers outsourcing, mobile product design, offshoring, and turn-key projects. Vertigus believes in teamwork and partnerships with multinational companies in Europe and South America. It has worked with several companies in Portugal and has achieved its quarterly goals for its first year of operations.
Jai Shivnani_Business_Analyst_5.2years_experience.pdfJai Shivnani
● 5+ years of IT experience as a dedicated Business Analyst.
● Specialization in functional consulting for SCM (Logistics and Manufacturing) and CRM (Lead to Cash).
● Proficient in requirements gathering, analysis, and documentation.
● Expertise in defining functional and technical requirements.
● Skilled in creating documentation such as BRD, FRD, Use Case, and User Story, tailored to business needs.
● Experienced in developing process modeling documents for a clear understanding of business processes and integrations.
● Successful track record in end-to-end project implementations for ERP projects in SCM and Manufacturing processes.
● Utilizes BA Tools including Jira, Confluence, and Microsoft Visio for efficient project management.
● Demonstrates adaptability through continuous learning to stay updated with the latest industry trends.
● Proven ability to deliver impactful solutions with a focus on positive transformations in IT projects.
This professional profile summarizes an experienced consultant with expertise in project management, applications delivery, organizational development, CRM, business transformation, and cloud solutions. They have worked across multiple industries for many large, global companies. Their experience includes managing virtual teams and projects involving stakeholders in different countries. They currently work as a senior project manager for Dimension Data in Australia, managing projects for Commonwealth Bank, NSW Department of Justice, and Veolia.
ChangeDirector is a web-based portfolio, program, and project management tool that helps organizations govern their change investments to improve strategy execution and maximize ROI. It provides capabilities for strategic planning, portfolio management, project management, benefits tracking, and governance reporting. Customers like Etihad Airways, the UK Medical Research Council, and Friends Provident have used ChangeDirector to manage large portfolios and programs, provide governance reporting, and track benefits realization.
Guillaume Gillet is a senior project manager and business intelligence expert with 17 years of experience in ICT consulting and services. He has extensive experience managing large projects from 200 to 2,000 man days across various industries. Gillet has strong skills in project management methodologies, people management, business analysis, and business intelligence including data modeling, ETL, data warehousing, and reporting. He is seeking a senior project manager position where he can utilize his technical, analytical, and management experience.
Stepping up to manage programmes and portfolios by Mr Harold PetersenNUS-ISS
This document discusses project, program, and portfolio management. It begins by noting high failure rates of IT projects according to recent studies. It then discusses project management silos and the benefits of aligning, controlling, and optimizing a portfolio of initiatives using P3O (Portfolio, Programme, Project Office) and MSP (Managing Successful Programmes) frameworks. The rest of the document provides an overview of these frameworks, including definitions and examples of how they can be applied to manage initiatives and deliver benefits. It emphasizes that P3O and MSP aim to improve governance, transparency, delivery support, reusability, and traceability across an organization's portfolio of projects and programs.
Discussion Paper PMO And Merger Projectstheteflonpm
The document discusses establishing a project management office (PMO) for a merger project. It recommends establishing a hierarchy of PMOs with different mandates that ultimately report to an enterprise PMO managed by a project director. The PMO would facilitate project teams, identify resource gaps, and ensure standards are followed for portfolio management, methodology, communication, and status reporting. It emphasizes the need for governance, defining projects and deliverables, and balancing autonomy with standardization.
Christel Visser is a senior business consultant with over 25 years of experience in project management, business analysis, and process optimization. She has worked with many large financial institutions and specialized in payments processes, including SEPA implementation. Her background includes roles as a project manager, process manager, and business analyst focusing on designing and implementing solutions to improve efficiency.
Best Practice Showcase Presentation Surviving The Credit Crunchrmoret
The document discusses implementing benefits management at Rabobank to improve project management maturity. It performed an assessment and found project management was at level 3 maturity while portfolio management was only level 1. It recommends improving portfolio management, benefits tracking, and benefits reporting. Benefits management is presented as a process to organize projects around strategic benefits and support decision making, not as a standalone tool. Lessons learned are that benefits must be identified and quantified for projects and management needs practice using the benefits management process.
Ravi Prakash is seeking a challenging position as a Project Manager, Service Manager, or Operations Manager. He has over 13 years of experience in areas such as project management, process management, IT operations, and infrastructure management. He is proficient in implementing best practices and standards to improve business processes.
This document provides a professional profile and summary of qualifications and experience for an experienced project manager with over 30 years of experience. The individual has significant experience managing global projects across multiple industries for major corporations. They have led numerous large-scale projects involving organizational transformation, application delivery, and business process improvements. The individual also has extensive experience managing virtual teams across countries and cultures.
1. Introduction to P3O The OGC framework for Portfolio, Programme and Project Offices Jeff Ball, Director, Triotime Prince2, MSP, M_o_R, P3O are registered trade marks of the OCG The OCG, P3O, Prince2 and MSP logos are registered trade marks of OGC
2. An OGC framework OGC : UK Office of Gov’t Commerce Sponsors of Prince2 Managing Successful Programmes (MSP) ITIL etc. P3O is a framework published in 2008 P3O is about OFFICES which support Projects Programmes Portfolios P3O marks the arrival of an integrated OGC framework
4. P3 delivers change to the business (BAU) P3 delivers change to BAU Projects Programmes Portfolios Governance at each level of P3 to control business change Strategy – are we doing the right things Design – are we doing things the right way Value – are we getting business benefits Delivery – are we getting things done well Permanent or Temporary? Portfolio = Permanent Programme = Temporary Project = Temporary Portfolios Programmes Projects
6. Case study – Fortis Bank Strong matrix organisation Benelux working as single unit IT acting as central service provider IT had central pool of 130 project managers 6 business lines 6 IS teams 7 IT portfolios One per business line One for IT infrastructure projects Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions IST 2000 staff in IT 2500 staff in IS Business IS IT
7. Case study – Fortis Bank 2007 P3 - Examples Commercial Banking Portfolio CRM Programme CRM release 1 CRM release 2 Firewall for CRM IT Infrastructure Portfolio Firewall Programme Firewall for Unix Firewall for Windows Energy saving for PCs
9. Offices to support change initiatives Offices support change initiatives Portfolio Office Programme Office Project Office Permanent or Temporary? Portfolio Office = Permanent Programme Office = Perm or Temp Project Office= Temporary Centre of Excellence Methods, skills, KM Centre of Excellence Portfolio Office(s) Programme Office(s) Project Office(s)
10. Prince2 identifies a Project Support role Prince2 organisation Project Board Project Manager Team Manager Project Support Project Assurance Project support role Planning Budget Reporting Meeting admin Configuration mgt Documentation Logs (Risks, Issues…) Change Mgt Standards & best practice
11. Programme lifecycle & governance Programme office permanent (multiple programmes) temporary (single programme) Role of a Programme Office Programme planning Programme benefit reviews Manage interfaces and dependencies Status reporting Track programme issues/risks/… Manage documentation Budgets Quality management documentation Change control Standards and best practices Train proj. board members / proj. mgrs Liaise with project managers Programme Board Programme Manager Business Change Manager Programme Support Senior Responsible Owner
12. Portfolio management Portfolio Office Portfolio is permanent Portfolio Office is permanent Portfolios deliver change to the business Business drives vision, values and goals Portfolio delivers the business strategy Identify programmes Projects Portfolio Office Alignment to strategy Speed up decision cycle Monitor progress against plan Manage conflicting priorities Risks & issues Role of a Portfolio Office Selecting right programmes & projects Ensure on-going alignment to strategy Check new requirements Allocate resources Manage dependencies Manage risk Monitor progress Track progress, monitor delivery Manage for value Run a balanced portfolio Manage the impact of change on BAU
13. Roles Head of P3 Office (Permanent) Head of Prog. or Proj. Bureau (Temp) Portfolio Analyst Programme or Project Specialist Benefits role Commercial role Communications role Configuration librarian Consultancy & Performance mgt role Finance role Issue role Change control Planning Quality assurance Resource mgt Risk role Reporting Secretariat Tools expert
14. Case study 1 NEC Computers « Centre of Excellence »
15. Case study : NEC Computers 2003 model An Organisation Portfolio Office A Hub Portfolio/Programme office for two BU Low staffing (4 people) Example Centre of Excellence Organisation Portfolio Office (Permanent) IT Portfolio Office (Permanent) Service & Support Portfolio & Programme Office (Permanent) Centre of Excellence
17. Case study – NEC Computers – « Cobra 2 » Project Project to deploy Peoplesoft in Europe Two factories (UK, Fr), 9 national sales offices, financials (NL) Planning : Classical Prince2 structure Start-up Initation 3 stages UK factory Financials French factory + 9 sales offices Delivered OK User acceptance On time On budget
18. Case study – NEC Computers – « Cobra » Project Classical Prince2 organisation Project Board Project Manager Finance Team Manager Supply Chain Team Manager Sales Team Manager IT Team Manager Training Team Manager Project Support Project Assurance
19. Case study – NEC Computers – « Cobra » Project Project Office Planning Tracking Meetings Issue/risk tracking Budget Manage teams Role definitions job descriptions were written during start-up process Project Manager Finance Team Manager Supply Chain Team Manager Sales Team Manager IT Team Manager Training Team Manager Project Support Office Admin Finance + contracts Communication Project Planning Technical Coordination Partner Mgt
21. Case study – Fortis Bank 2006 Early start Centres of excellence to support Prince2 rollout Programme office to support a major IT programme Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions CoE CoE CoE CoE PgO IST Business IS IT CoE CoE CoE
22. Case study – Fortis Bank 2007 Some Portfolio Offices IT Infrastructure portfolio IT Insurance portfolio IS Retail portfolio Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions CoE CoE CoE CoE CoE PfO CoE PfO IST Business IS IT PfO CoE
23. Case study – Fortis Bank 2008 Some centralisation Central Portfolio Office for IT (consolidated reporting of 500+ projects) Portfolio Office for each IT portfolio Centre of Excellence for IST CoE Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions PfO PfO PfO PfO PfO PfO CoE CoE CoE CoE CoE Business IS IT PfO CoE PfO CoE
24. Case study – Fortis Bank Vision 2009 Hub and spoke model Portfolios Central Pf Office for IST Central Pf Office for IT Pf Office for each IS team Central programme offices for major IST programmes CoE Retail Banking Commercial Banking Private Banking Insurance Banking Operations Corporate Functions PfO Organisation PfO PfO PfO PfO PfO PfO PgO PgO Business IS IT PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE PfO CoE
25. Thank you Jeff Ball Mail : jeff.ball@triotime.com Telephone : 06 81 87 25 96