In delivery organisation’s today, the PMO is there to support and provide guidance to ensure the successful delivery of portfolios, programmes and projects. As the business changes, adapting and flexing to deliver faster and smarter, so too must the PMO. In this session we take a look at how the PMO is adapting and changing.
To fail to imagine the future is to fail to be part of it. Disruptive business models are being created as you read this, and AI is expected to revolutionise the way we work. What can this mean to project-based organizations and project professionals? Will project management survive?
Effective supplier integration in a multi project organization
The case for how to improve projects’ on time delivery in global manufacturing enterprises by effective selection and integration of suppliers into projects
This keynote will address a very common issue in any manufacturing industry – how to manage a project on time, which assumes setting a challenging but realistic project launch date target. The author blends in his experience from different industries trying to argue the case for existence of some systemic common failures in selecting and integrating a supplier in a project which will result in delays. As Milos’ main experience is related to New Product Development projects (NPD) his argumentation will predominantly have NPD challenges in mind; however the message should be considered universally – be valid for any project type.
If you work in a multi-project environment as a product developer, engineer, or R&D expert, then the notion of multi-teaming is probably familiar. Most likely, you have key people assigned to multiple projects at the same time. And maybe there’s a resource needed on all projects who’s pressed to bounce between teams. Planning and managing these resources efficiently is almost impossible. Key resources themselves are challenged with fragmented work, time pressure, lack of focus, ambiguity, a constantly changing environment and, above all, dissatisfied project managers. They’re between a rock and a hard place.In our experience, two issues have to be solved in multi-teaming environments:
Key resources need to be protected against overload. Overload is devastating to productivity and creativity and will affect all your projects.
Benefits realisation management is a set of techniques and tools that can be applied not only to ensure that individual programmes and projects deliver the enablers for the realisation of desired benefits and that benefits realisation is managed even after the closure of programmes and projects, but on a more strategic level to ensure that all the investment made by the organisation generates the final amount of value that has been expected as the organisation’s main strategic goal.In order to provide a clear pathway for successful execution of business strategies, an enterprise level benefits realisation strategy can be employed as a tool that connects several otherwise separate processes and activities to guide the selection and prioritisation of programmes and projects based on the benefits that will support the achievement of the strategic business objectives in fully alignment with the overall business strategy.