This year's main theme:

PMO as a Change Agent

 
 
 

AGENDA

I DAY - 26.04.2021

 

8:30 - 9:00 REGISTRATION
9:00 - 9:10

Maciej Bodych 

Opening

9:10 - 10:10

Keynote
Olivier Lazar  
The 5 Degrees of Organizational Change, How to Manage Difficult Transformations  

Olivier Lazar
The 5 Degrees of Organizational Change, How to Manage Difficult Transformations

Organizational Transformation has become a trendy and frequent tendency in many companies today. All businesses try to transform themselves to gain Agility, productivity, efficiency and develop additional Value triggers for their clients and employees. That’s coming from the increasingly dynamic business environment, raising market complexity and technical factors such as the emergence of digital business models, globalization and integration of automated AI-powered data processing.

But there’s a harsh reality: 84% of digital transformations are deemed failures!

So, “Managing Difficult Transformations” sounds like a euphemism.

In this seminar, we will explore the context and continuum of organizational transformation. We will understand the application of the different levels of transformation to adjust the impact on the ability of the organization to absorb a certain level of change. We will then embrace the human aspects of transformation. What triggers resistance, what nurtures adherence… We’ll look at the political aspects related to any change in how people work and interact, which creates conflicts. We’ll also debunk few myths, some of them might be even dangerous, such as the “5 Why’s”…

Finally, we’ll see how to define and communicate the transformation strategy, translating it into a concrete set of actions and how to measure the progress and success of an organizational change.

The tools, techniques, tips and tricks explored here come from my own experience in leading, managing, assisting organizational transformations for the past 15+ years in various industries and cultures. Some successfully, some less… but always a learning experience which I propose today to share with you.

This presentation is designed for project and program managers, leaders and contributors to organizational transformations and changes. We welcome also those who are impacted by a transformation, to understand where all of this comes from and where it should lead to…

10:10 - 11:00

Marisa Silva 

From PMO Stakeholders to PMO Customers 

Marisa Silva
From PMO Stakeholders to PMO Customers

If PMOs are to move beyond being perceived as cost centres and become sustainable over time, they need to start thinking of their stakeholders not just as interested parties or groups that can be impacted but as customers. As customers, project managers, executives, team members, and others will have their own needs and wants from the PMO and it is fundamental that the PMO is cognizant of these if it is to deliver to expectations and be an agent of change. PMOs are born to serve. Period. Yet, most PMOs still operate in isolation from their customers, not realising that PMOs are a service to be provided to maximum quality…or unhappy customers will move elsewhere. With a pragmatic and though-provoking approach, Marisa Silva, The Lucky PM, will present the PMO Value Lifecycle model, discuss the needs and services relevant to different PMO customers, and share her tips and tricks on how to make of the PMO a lovemark with loyal and engaged customers. Let’s start a PMO revolution.

 

11:10 - 11:15 COFFEE BREAK 
11:15 - 12:00

Roman Reznikov  
Metrics for PMO

Roman Reznikov
Metrics for PMO

During the presentation attendees will learn how Enterprise PMO can use data to control multiple projects, programs and portfolio. Make decisions which helps to achieve strategic goals. This framework is based on the case of one of the biggest IT Company in Eastern Europe. It enables Data Science and Machine Learning technologies to contribute to the company success and provides powerful toolset to PMO.

 

 Krzysztof Ogonowski
...

12:00 - 12:45

Mateusz Partyka

People Management as a key to make Portfolio Management more effective

Mateusz Partyka
People Management as the key to make Portfolio Management more effective

Having proactive and motivated team of Project Managers and PMO is fundamental to manage Portfolio effectively. This presentation will discuss a case study of setting up PMO function starting from 3 individuals and successfully expanding to 12 and more persons. It will explain how building trust in using Project Management Governance is leading to an organization managed through projects. It will enable sharing lessons on how to allocate resources within Projects Portfolio to ensure their career progression and willingness to stay with current employer for years.

Marcin Szatkowski  

PMO jako lider w dużych zmianach w organizacji

Marcin Szatkowski
PMO jako lider w dużych zmianach w organizacji

Czyli jak przetrwać i wygrać w zmieniającym się świecie podczas nieustannych fuzji, restrukturyzacji, transformacji. Jak wykorzystać tą szansę i wdrożyć bardziej efektywną organizację i zwiększyć rolę PMO? Czyli kilka słów o kluczowej roli PMO w procesie zmian.

 

 

12:45 - 13:30 LUNCH 
13:30 - 14:30

Madhumalti Sharma 

Waterfall to Agile development and role of PMO
to support it

Madhumalti Sharma
Waterfall to Agile development and role of PMO to support it

Madhumalti has been part of her organizational change from using waterfall methodology for development and PMO supporting that model using Microsoft Sharepoint, to moving into Agile methodology and using Azure Devops tool to support the activities. The talk will focus on the aspects of each model in the PMO, the transition journey including change management. She will present the lessons learned so far in the ongoing journey.

 

 

Marek Skała

Psychologia Zmiany – czyli co robić, gdy twój projekt budzi lęki, opory i demony?

Marek Skała
Psychologia Zmiany – czyli co robić, gdy twój projekt budzi lęki, opory i demony?

Projekty zazwyczaj coś zmieniają – w strukturach, ale też w życiu zawodowym (i prywatnym!) wielu osób. Warto więc poznać i zastosować modele i struktury zmian. Inaczej ciągle będziemy się dziwić, że coś co powinno dawno działać – zwyczajnie nie działa. To efekt niezastosowania modelu ADKAR. W projektach dbamy zazwyczaj o K i A (czyli wiedzę i umiejętności) a zapominamy o  początku, o A  – świadomości, ze projekt jest konieczny oraz  D – pożądaniu, czyli chęci wdrożenia. W efekcie chocholi taniec trwa miesiącami i latami, mimo posiadanej wiedzy i szkoleń. Po prostu – nikt nie wyjaśnił pracownikom sensu/potrzeby więc nikt tego nie chce. I odsuwa w czasie ile tylko może. Inny model to ZGODA, pozwalający na zaplanowanie pracy z oporem.  Albo metodologia Jona Heidta, która obok elementów logiczno-merytorycznych uwzględnia też emocje pracowników i aranżuje sytuacje ułatwiające wdrożenie zmian. Zamiast irytować się, że zmiany idą zbyt wolno, warto poznać modele, struktury i techniki. Warto być realistą. 

14:30 - 15:15

Tomasz Treichel

New PPM approach in Electronic (EMS) Industry

Tomasz Treichel
New PPM approach in Electronic (EMS) Industry

Jabil Poland in Kwidzyn is pleased to share our new idea of Project Portfolio Management at the PMO Department. Our new approach is unique on the Jabil EMS level , where typical project is a NPI (new product introduction) for electronic devices. Kwidzyn PMO Department is currently taking over control over 80 Non-NPI Strategic Projects. With the consulting support from Whitecom Project Experience represented by M. Bodych and P. Dąbrowski and by benchmarking with other companies we have developed a PPM program from zero to operational level. Our new program is used by local Management Board to implement the new 2020 Company Strategy. With the support of the nominated Steering Committee we cover project like: soft project from HR, EHS through technical projects from Engineering and Automation to financial and legal projects in F&A Departments. All projects are managed and monitored with our new software – Smart Sheet , which is also a new idea for organization. Apart from the new process, PMO Department is also taking the lead of the process of increasing project management knowledge within organization. With the use of our own resources we build special, dedicated training from Basic PM and provide internal training for all Departments and for whole Management Board.

Speaker: ...

...

15:15 - 15:30 COFFEE BREAK 
15:30 - 15:45

PMO AWARD Ceremony

Results of PMO Award competition

Presentation of winners 

15:45 - 16:45

Keynote

 Erik F Steketee 

CEO, Change Executive Officer?

Erik F Steketee
CEO, Change Executive Officer?

The presentation will focus on the essence of sponsorship towards the project and the organization. There is ample evidence that effective sponsorship of senior leadership is the number 1  contributor to success (or failure). Although a project might be highly effective in delivering a solution, the organizational benefits will not be realized until usage and adoption of the solution. The challenge that most organizations face is that their senior management is not adequately prepared or skilled in their role as sponsor to manage the people side of change.  In my presentation I will present the Road Map to make leadership successful sponsors of change. The key learnings are what we need to do to prepare our sponsors to be successful in leading the project and guiding the organization through the change journey.

 

16:45 - 17:00 CLOSING AND LOTTERY 

 

 

II DAY - 27.04.2021

 

8:30 - 9:00 REGISTRATION
9:00 - 17:00

 

WORKSHOP

The PMO as a change agent; do’s and don’ts

by Erik F Steketee

The PMO as a change agent; do’s and don’ts
by Erik F Steketee

The workshop will be a very interactive hands-on session about the roles of a PMO in the change process. We will apply some tools on your challenges and share insights from your practice and Prosci’s research. The learnings will be that a PMO can be a perfect enabler of change but should never substitute for the role of a sponsor or a CMO.

The workshop covers topics like:

- Short introduction of Prosci, the leading standard in Change Management
- Use an assessment tool to check your own project or PMO
- How to define change success: ROI and usage and adoption
- Roles of the sponsor towards project, PMO and organization
- Roles of the CM and CMO
- Roles of the PMO
- Work on your own perfect triangle of Sponsor, PMO and CMO
- How to measure success: Uwaga ADKAR
- The do’s and don’ts of the PMO as a change agent

PARTNERS
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