The road to maturity of project management in an organisation is inevitably leading many PMOs to consider digitalisation as a step in that journey. It’s not an easy journey and we’ll always be interested ito hear how others have tackled it.
In this one-hour webinar you’ll hear from Guy Jelley from Project Portfolio Office (PPO) and Richard Humphrey from Aspen Insurance Group’s Enterprise Project Management Office (ePMO).
This is their journey over the last four years.
Aspen Insurance Group’s Enterprise Project Management Office (ePMO) are accountable for the portfolio management, standards, methodology and reporting of the Aspen portfolio to the EXCO, Group Operations Committee, Change Board and various business forums.
Since joining Aspen in late 2015, Richard Humphrey, Head of Group ePMO, has journeyed the business and the PMO to remove data duplication, retire spreadsheets, reduce administrative and data consolidation activities, link cost, resource and forecast data in a single data model and process flow, introduce consistent reporting standards and heartbeat across the group and gain 1 FTE (Full-time equivalent) for the EPMO and 2 FTE’s for the project managers in the process.
In this session you’ll learn:
- Why your PMO doesn’t have enough time focus on analytics and metrics
- How to get Project Manager’s seeing value in the ePMO
- How to retire those spreadsheets and numerous data sources
- Whether parallel runs are required.
- If you can change format and process at the same time.
- How to deal with very different types of Project Managers, yet achieve a standardised approach.
What We Liked About the Session
There’s a lot of great insight in this session; if you’re interested in how a PMO matures over time and how it does that; if you’re approaching digitialisation and want some great tips on what to do and what to avoid – and finally if you’re looking to make the case for tools in your PMO – you’re in the right place!
Our key highlights and thoughts:
- Really understanding the ‘as-is’ and ‘to-be’ can take a while – including understanding why you’re doing this and what the benefits will be.
- It has to be delivered as a project – with a robust implementation plan. The PMO needs to project manage it including a big focus on the change management elements.
- The Project Managers have to be on board and in the stages of Proof of Concept, you need the “toughest nut to crack” as well as the tamest Project Managers. Stakeholder management ahoy!
- There has to be a genuine desire from everyone to make it work.
- Derisk the implementation by leaving timesheeting to the end – it’s the biggest user base to bring on board and it’s too early from a change management perspective.
- Be ready to prove that whatever the benefits were that you stated upfront, actually do get delivered.
- We especially loved this one, “Never say or allow anyone else to call your solution a ‘PMO Tool'” it’s a lot more than that – you’re changing the way that people fundamentally work on projects.
Enjoy the session!
The Video Session
Get in Contact
Connect with Richard over on Linkedin
Connect to Guy over on Linkedin
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