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strategy implementation meeting, July 24

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Maria Pantaleon

on 24 July 2013

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Transcript of strategy implementation meeting, July 24

_______________s e r v i c e e x c e l l e n c e m o d e l________________________
already in place
estates & facilities
Project Route Map
iSolutions
project delivery framework
missing
project process
tie change to process
process fix
business
change
there is not a consistent, formal framework to evaluate and approve (or reject) strategic initiatives.
SIDI
GATEWAY PROCESS
Provide the baseline for the decision-making processes required t h r o u g h o u t the project's life.
single landing place
irrespective of type of project (capital, IT, business change) or scale (transformational, tactical)
this is where prospect project owners get guidelines for stages and documentation requirements
this is where initiatives are sent to start their journey of assessment and, if approved, delivery
strategic
approved projects
advisory services
tactical
iSolutions and E&F
ambassador
align documentation and gateway checkpoints
p r o c e s s e s_________
guiding policy
__________a g i l i t y______________d o i t o n c e

d o i t r i g h t___________________p a c e_______________
_________s t r o n g g o v e r n a n c e____________l e a n
a Project Management Office (PMO) is a group or department within a business or enterprise that defines and maintains standards for project management within the organization
WHAT IS a Project Management Office (PMO)?
Aligning project delivery with strategic business goals and priorities.
Requiring that every project have an effective PM.
Implementing an appropriate PM methodology.
Consistent management and oversight of the project portfolio.
Obtaining and maintaining company leadership support.
Successful PMOs
make an
impact on organizational success
by performing the following tasks:
standards, methodology, principles
almost there:
align iSolutions and Estates & Facilities standards
enrich to cover 'business change' projects (SIDI)
resources
Project Managers already on Strategic Initiatives (USMC project, Southampton CV project)
two further project managers (one level 5 and one level 4 post)
ambassadors from Estates&Facilities and iSolutions
(for consistency of methodology and early acknowledgment of projects)
allocated Professional Services executives: Legal, Finance, HR, Marketing
Academic Leads (where necessary)
lean processes - customer focused -
efficiency-
one methodology
structure
UEG
IMPLEMENTATION BOARD
PROJECT OFFICE
SPONSOR
PLANNING
GOVERNANCE
STRATEGY
MARKET INTELLIGENCE
STRATEGY AND PLANNING
PMO FUNCTIONS
PROJECT SUPPORT SERVICES
ADVISORY SERVICES AND QA
providing standards
project reporting
project documentation
coordinating training
administrative support
recording, analysing and sharing 'lessons learned
QA & enforcement of standards
advice on project matters to senior management
stage boundaries, project health checks
strategy implementation meeting
July 24, 2013
Steve Chisnall
Full transcript