3. Most Experienced Gold Partner (est. 1994)

8. Even something small – such as the calculation for Estimate at Completion – can drift within an organization. When this is aggregated to the portfolio level, you wind up with an inaccurate understanding of your organization’s data and project performance.

10. Even something small – such as the calculation for Earned Value – can drift within an organization. When this is aggregated to the portfolio level, you wind up with an inaccurate understanding of your organization’s data and project performance.

12. Source: P3O, Fig 1.2 Organisation Portfolio Office (Permanent) Hub Portfolio / Programme Office (Permanent) Programme Office for a specific initiative (Temporary) Project Office for a specific initiative (Temporary)

13. Controller BU 1 PMO as a Service Controller BU 2 PM IT/Business Partner

14. Designing a PMO

15. Good methodology model, inconsistently implemented Inconsistent metrics for quality measurement Competing tools & technology within different groups Non-PMs acting as PMs Large, siloed organization Lack of cross- project dependency visibility Geographically dispersed Lack of resource visibility “Food Fight” for project initiation and resourcing

16. Project Controllers Dedicated project schedulers who also provide resource and report management for project managers

18. Don’t think small We took an early opportunity to re-align our goals with a much larger audience within Chevron. This not only provided visibility with higher level stakeholders within the organization – it also presented Chevron with an opportunity to align more of its business units around a standard technology model. Be prepared to be a salesman A lot of PMs (and business units) can be territorial, and may not want an “outsider” stepping into their domain. The key to winning these groups over is to focus on value – not just in discussion, but in demonstration. Know when to focus on inclusion, and know when to push ahead Understanding when to pause for related projects, and when to move forward without them requires not only careful analysis of that project’s impact, but also an understanding of the team involved, and their ability to execute on their work. Everyone is a stakeholder When you’re implementing organizational change, it’s critical to remember that everyone – executives, managers, and team members alike – will be impacted by your decisions, so socialize accordingly.

19. What’s a typical approach to defining a PMO? How do I decide which functions my PMO needs?

20. Portfolio Reporting Portfolio Analysis Portfolio Optimization Portfolio Controls Program & Project Controls Program & Project Governance Benefits Management Capacity Management Resource Management Portfolio Governance Process Management PM Tool Management Program & Project Reporting Program & Project Recovery Program & Project Assurance Comms & Stakeholder Management Project Management Training Mentoring & Coaching Risk & Issue Management Professional Development

21. Source: Corporate Executive Board Coach Financial Advisor Auditor Player Degree of Authority over Risk Management Involvement in Project Execution

22. Portfolio Mgmt Focus Investment decisions and prioritisation Maximise value from resource allocation Inter-project communication Portfolio Mgmt Focus Investment decisions and prioritisation Maximise value from resource allocation Inter-project communication Resource Mgmt Focus Competency and capability development Effective deployment of resources Resource Mgmt Focus Competency and capability development Effective deployment of resources Project Benefit Focus Conduct reviews and health checks Report on value being delivered Increase benefits actually realised Project Benefit Focus Conduct reviews and health checks Report on value being delivered Increase benefits actually realised Product Delivery Focus Improve supply processes Monitor and report progress Manage risk of delivery failure Product Delivery Focus Improve supply processes Monitor and report progress Manage risk of delivery failure SupplyDemand Operational Strategic

23. Partner Services: Proactive Executive Support;; Disciplined Delivery & Assurance Benefits: Delivery Accelerator, Confidence in Success Partner Services: Proactive Executive Support;; Disciplined Delivery & Assurance Benefits: Delivery Accelerator, Confidence in Success Guardian Services: Program & Project Assurance, Audits, Gateway Management, Tracking & Reporting Benefits: Management by Facts, Early Warning Guardian Services: Program & Project Assurance, Audits, Gateway Management, Tracking & Reporting Benefits: Management by Facts, Early Warning Coach Services: Capability Planning & Building, Training, Coaching & Mentoring Benefits: Increased Capability, Skills Transfer, Embedded Best Practice. Coach Services: Capability Planning & Building, Training, Coaching & Mentoring Benefits: Increased Capability, Skills Transfer, Embedded Best Practice. Enabler Services: Best Practice Processes & Tools Repository, Information Hub, Project Administration Benefits: One Stop Shop for Methodology & Data Enabler Services: Best Practice Processes & Tools Repository, Information Hub, Project Administration Benefits: One Stop Shop for Methodology & Data Capability Influence

24. Develop, Champion, and Monitor Standards Develop competency standards and lead staff development Develop, Champion, and Monitor Standards Develop competency standards and lead staff development Ensure the portfolio is aligned to and supports the delivery of the corporate strategy Appraise project (comparison) Manage inter-dependencies between projects Manage portfolio level risk Manage portfolio Change Control Appraise project (comparison) Manage inter-dependencies between projects Manage portfolio level risk Manage portfolio Change Control Appraise project (in isolation) Manage Gateways Lead project re-appraisals Appraise project (in isolation) Manage Gateways Lead project re-appraisals OperationalStrategic Project Portfolio

25. Portfolio Reporting Portfolio Analysis Portfolio Optimization Portfolio Controls Program & Project Controls Program & Project Governance Benefits Management Capacity Management Resource Management Portfolio Governance Process Management PM Tool Management Program & Project Reporting Program & Project Recovery Program & Project Assurance Comms & Stakeholder Management Project Management Training Mentoring & Coaching Risk & Issue Management Professional Development

28. MyPC fill out evaluations & win prizes! Fill out session evaluations by logging into MyPC on your laptop or mobile device. Evaluation prizes daily! Claim your prize at the Registration Desk on Level 1. www.msprojectconference.com After the event, over 100 hours of resources; including all of the PPT decks and session videos will be available.