DAY ONE - 23 June 2008
08:30-08:45 Opening Remarks
08:30-12:00 SESSION 1 ~ Why do we need Projects and Programs and Portfolios?
Best practice techniques for Program and Portfolio Management continue to evolve. The U.K. Office of Government Commerce (OGC) has lead “best practice” on this subject for sometime with the “Managing Successful Programmes” (MSP) framework. Then in 2007 the Project Management Institute (PMI) introduced its Program and Portfolio Management Standards which are already under review to reflect current thinking!
  • Programs & Portfolios – current definitions & governance themes
  • Managing Successful Programmes (MSP) – the original concept
  • The PMI Program Management Standard – a new approach?
  • The updated MSP & PMI Standards – complementary or in conflict?
  • Project and Program Management Lifecycles – a comparison
  • Program planning – the “Blueprint” model
08:45-9:30 Expert Presentation - Geoff Reiss
9:30-10:15 Keynote: Program Management in the UK, how it works in practice
Paul Rayner
President, Programme Management SIG, United Kingdom
Managing Consultant
Logica CMG
10:15-10:45 Networking Coffee Break
10:45-11:30 Keynote:
Beth Ouellette – PMP, PgMP
President
The Ouellette Group
President Elect
PMI New York Chapter
11:30-12:00 Panel Discussion ~ Geoff Reiss and Presenters Day One
12:00-13:00 Lunch
13:00-16:30 SESSION 2 ~ “Benefits Realisation Management” – a new paradigm?
For a “stand-alone” project, the traditional “Cost/Time/Scope” model may still be appropriate but a Program demands a different set of critical success factors with a focus on Benefits Realisation Management. Taking the capability delivered by projects, transitioning into business operations to realise the intended benefits.
  • Incremental Benefits - the “Driving Force” of a Program
  • Benefits Realisation Planning and Execution – a model
  • The “Risk/Benefit” balance – threats and opportunities
  • Embedding the capability into the business operations
  • Governance and the achievement of Organisational Strategy
  • The role of the Business Case at project & program levels
13:00-14:00 Expert Presentation - Geoff Reiss
14:00-14:45 Corporate Keynote:
Paul Rayner
President, Programme Management SIG, United Kingdom
Managing Consultant
Logica CMG
14:45-15:15 Networking Coffee Break
15:15-16:00 Corporate Keynote: Benefits Realization and the role of PMO at ING
Tucker Zengerle
Head of Project Management
ING
16:10-16:45 Panel Discussion
16:45-17:00 Wrap up and Close of Day One
17:00-19:00 Networking ~ Cocktail Reception
DAY TWO - 24 June 2008
08:30-12:00 SESSION 3 ~ Program Organisation and Management of Complex Dependencies
Traditional approaches to the organisation of stand-alone projects do not translate comfortably into the Program Management environment, especially where Benefits Realisation is the main focus. In a complex, multi-project Program the Critical Path may not be the main focus for Dependency Management.
  • Program organisational structures – a “provocation”
  • Who are the key players – their Rôles and Responsibilities
  • Stakeholder engagement and leadership
  • Defining Projects within the Program – what are the key criteria?
  • Linking Projects – Critical Path or “Critical Dependencies”
  • Managing Program Dependencies – tools and techniques for better control
08:30-9:30 Expert Presentation - Geoff Reiss
9:30-10:15 Corporate Keynote: Effective Project Governance at Romtelecom
Octavian E. Ionescu
Manager, Program Management Office
Romtelecom
10:15-10:45 Networking Coffee Break
10:45-11:30 Corporate Keynote:
Neil Millner
Program Manager
T Mobile Austria
11:30-12:00 Panel Discussion ~ Geoff Reiss, Presenters Day Two
12:00-13:00 Lunch
13:00-16:30 SESSION 4 ~ Do you need a Program/Project Management Office (PMO) ?
It is essential that proper support is put in place at the outset of a strategically-driven Program to ensure that Program and Project Managers can focus on delivery and not administration. However it is a common mistake to treat a Project or Program Management Office (PMO) only as a means of providing that support. Whilst that is undoubtedly important, it is by no means the most significant function a properly established PMO can perform.
  • The Program Management Office – not just “support”
  • A PMO may appear in many different forms – a practical model to consider
  • The “Centre of Excellence” PMO – a challenge to organisational culture
  • Organising for success, how the PMO can fully leverage the business benefits
13:00-14:00 Expert Presentation - Geoff Reiss
14:00-14:45 Corporate Keynote: Governance in the Managed Services Delivery Platform Program for Ericsson
Csaba Palfalvi
MSDP Delivery Manager
Ericsson Hungary
14:45-15:15 Networking Coffee Break
15:15-16:00 Keynote: Building a PMO – practical issues to be considered besides the standards
Marek Lubiarz
Senior Consultant
PM Experts
16:00-16:30 Panel Discussion ~ Geoff Reiss, Presenters Day Two
16:30-16:45 Review and Close of Forum