Is your PMO ready for the challenges of the 2020s?

Webinar

Marco Batista | Steve Beaumont

Is your PMO ready for the challengesof the 2020s?

• The role of the PMO is changing.

• It is becoming crucial to effectively executing the business strategy and delivering the business outcomes that drive growth and profitability.

• However, understanding the expectation of senior management, and implementing the right processes, measures, and tools to support the PMO of the 2020s can be challenging.

• Become a portfolio management office.

Webinar | Is your PMO ready for the challenges of the 2020s? 2

February 20

PMOs are under pressure to evolve or dissolve…

Of organisations believe

that their centralized

PMO are very or

extremely effective at

supporting and

effecting change.

28% The challenge is clear

To be valued a PMO needs to

be facilitating effective

decision making around the

orgainsation’s project portfolio,

including investment

prioritization, and supporting

greater business agility.

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February 20

30% 40%

Of organizations have dis-established their centralized PMO in the past two years.

The key reasons given were a failure to gain alignment across different parts of the organization & a perception that it was a cost overhead.

Of organisations use a

centralized PMO to co-

ordinate projects.

Source: The Future of Project Management: Global Outlook 2019 – KPMG, AIPM and IPMA

Key questions to ask yourself

• Are you prioritising the correct programs and projects to achieve your business goals?

• Are you duplicating efforts across the organisation?

• Is too much change expected of one business area at any one time?

• Are you overloading your most valuable talent?

• Can you see the status of the most critical project portfolios, and react quickly if decisions are required?

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February 20

1. Are you prioritising the correct programs and projects to achieve your business goals?

• Are your business goals clearly defined and communicated?

• Do you have clear criteria to evaluate and score projects?

• Do you have visibility of all competing demands?

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February 20

2. Are you duplicating efforts across the organisation?

• Are different parts of your organization planning or working on similar initiatives?

• Are there existing systems or solutions already in place?

• Do you have specific knowledge or expertise elsewhere that you could utilize?

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February 20

3. Is too much change expected of one business area at any one time?

• Are multiple projects running concurrently or overlapping?

• Are you looking at the bigger picture when scheduling initiatives – not being driven by numbers?

• Balancing a portfolio of change requires insights into the big picture. Is this hidden in multiple tools?

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February 20

4. Are you overloading your most valuable talent?

• Have you got visibility of all your people and resources needed to delivery projects and initiatives?

• Do you always turn to the same people?

• What else is expected of them?

• Are you developing the skills of other to meet your needs of tomorrow?

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February 20

5. Can you see the status of the most critical project portfolios, and react quickly if decisions are required?

• Do you have an Enterprise level view of the most important initiatives?

• Are you regularly reviewing your portfolios and re-prioritizing?

• Do you have the information Executives need to make difficult business decisions if initiatives start to fail or customer expectations are changing?

• Can you really deliver the business outcomes that drive sustainable success?

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February 20

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A brief insight into our business management platform

The Governance.Business Solution

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February 20

How the right software can help

Demonstration

Questions

Do you have any question?

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January 20

Visit our website!

Thank You

Marco Batista – marco.batista@inovaprime.com

Steve Beaumont – steve.beaumont@inovaprime.com