The second PMO Manager’ Lunch took place last year, the outcomes to that day are now available in the second Inside PMO Report.
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Beyond Timesheets: The Challenges and Realities of Resource Management
London’s iconic Gherkin and PMO Flashmob – the PMO networking group – hosted the second ‘PMO Managers’ Lunch’. These events bring together PMO Managers, from a number of different industries, to talk in-depth about a particular PMO topic. At this lunch, the subject was ‘Beyond Timesheets: The Challenges and Realities of Resource Management’
As organisations look to improve on the returns from strategy development and increase maturity in programme and project management delivery capability, portfolio management has increasingly taken centre stage as a business function to support that. Portfolio management is seen as the ‘glue’ or ‘bridge’ between strategy and strategy execution (delivered by programmes and projects). The PMO or Portfolio Office is the place where portfolio management practices become a reality for an organisation.
- The Circle of Resource Management describes the segments and components of resource management within delivery organisations.
- Effective resource management across a delivery organisation requires implementation of one or more components from each segment.
- There is no right or wrong place to break into the Circle of Resource Management – the business drivers are the key factors in determining where to start.
- Business context and culture, along with the maturity of the delivery organisation are key factors to consider when choosing how to implement the components of resource management.
Gareth Lyon – Astra Zeneca
Mark Smith – BBC
Sam Holland – Carnival UK
Alastair Forbes – Network Rail
Peter Shirley – PA Consulting
Ian Finch – LGi
Assim Khokhar – MUFG Securities
Gerry Mulvihill – SSE
Emma White – Sanctuary Housing
Maria Jane McDaid – Network Rail
John Whitehead – Independent
Stuart Dixon – XL Catlin
Paul Major – Program Framework
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