Programme, Project and Portfolio Management: The Practitioners’ Perspective, 26 May, London
Organisations today are constantly faced with the challenges of fiercely competitive and changing environments driven by regulatory modification and internal restructuring. They must, therefore, continuously adapt to the environment if they are to survive and prosper. Now, specially with the increased scrutiny over budgets and “doing more with less,” efficiency and effectiveness are key factors of successful organisations.
As part of their competitive advantage strategy to change, survive, and grow, top management have been moving to project management. The ability to successfully execute projects is what drives the realisation of intended benefits and the achievement of business objectives.
The use and adoption of Portfolio Management (PfM) has led to increases in the key performance indicators of quality, scope, budget, time, and business benefits. Thus by aligning the portfolio with the organisation’s strategy has led to meeting schedule, scope, quality, budget, time, and business benefits.
This conference focuses on how companies should exploit or upgrade and change their resources to ensure that programmes and projects deliver. It comprises essential areas such as people, culture, strategy, tools and techniques and processes. Experts bring their views on the topic and panels allow debate on priorities and challenges, inviting the audience to take part in the conversation and to share their experience and problems.
TOPICS TO BE COVERED:
Stephen Nelson-Smith, Principal Consultant, UNICOM
It’s common at any gathering of project or programme mangers to hear a lot of discussion about ‘process’. How can we scale our processes? What processes have worked for you? We need to implement some processes across the programme so we can…. etc etc. In an organisation where agile or lean practices are being rolled out, it’s tempting to copy what one team (often the first) does, and apply it to other teams. That’s scaling process. What it’s most likely to do is result in process bloat, not fast, effective delivery. A better approach is to understand the core principles behind Lean and Agile, and within a context that understands the nature of organisational complexity, compile a pragmatic mixture of methods and tools which best fit the programme. Viewing the programme manager as a servant leader, and making decisions based on a sound understanding of agile and lean principles is the most effective way to ensure business objectives are met across an organisation. In this talk, Stephen Nelson-Smith provides an overview of the key principles of agile and lean, and how these apply to the business of running a programme, to encourage a focus on scaling collaboration rather than scaling or reproducing process.
Ahmad Fahmy, Zone 2 Consulting Limited
Large-scale enterprises seldom have the luxury of using exclusively agile methodologies. More often, they are delivered using a mixture or agile and "traditional" methodologies, a.k.a. WaterScrumFall, under the watchful eye of a central PMO office. This session will provide practical patterns and practices for those delivering large programmes of work with mixed deliveries, based on actionable examples:• Defining a programme-wide definition of done
Allan Kelly, Independent Consultant
Projects have an end date, project thinking is predicated on the assumption that there will be an end. But in a world where digital products form the backbone of the company and are constantly advancing does this make sense?
When a company adopts a digital strategy it embraces an ever advancing world. Standing still is not an option. Digital technology must continues to advance and if you don't keep up will fall behind competitors. It is not sufficient to do one project after another, a different mindset is required.
In this presentation Allan Kelly will set out that mindset and discuss the models used by successful digital enterprises.
Philip Baylis, Formerly of Manchester Business School, and Balfour Beatty
How to quickly create exceptional performance results in a business, by getting the most out of your staff you’re your teams. How to create value-driven client focused teams. This means that the teams’ leadership style and the business’s leadership style have to be appropriate.
I have always been amazed on how much more performance can be achieve through your staff by having the right leadership and culture.
John Clapham, Principal, Cotelic
It started a few years ago – white boards sprouted in the corners of our offices, decorated with strange columns, symbols and mystical sigils. Now those Kanban boards are reaching epidemic proportions, a key part of understanding work in agile teams.
Many organisations continue with Kanban isolated at team level, but they fail to exploit the full potential of the method. It has more to offer than fine grained team coordination, the original intent was as both a project management and continuous improvement tool.
Drawing on years of successful project delivery, this talk looks at taking Kanban to the next level; to manage and understand agile projects, and to encourage positive organisational change.
Yves Patillon,Managing programmes for results Independent consultant
· Programme and Project Portfolio management – Concepts reminder
· Transformation, Governance, and Project portfolio management (Major world bank): Evolution of governance (GTS Retail), in accordance with the Global Technology; Transformation programme aligned to the objectives of executive committee, Programme management using HP PPM
· Productivity programme in insurance business / Following the merger of major insurance companies in Belgium: Programme management and associated governance structures; Planning: deliverables, activities, calendar, charges, quality plan; - Controlling: results, budget, risk mitigation, dependencies; - Resourcing; - Team leading
Mark Buchan, Agile Transformation Consultant and Executive Coach, The Agile Leader