| Date: | 31 August 2010 - 31 August 2010
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| Speaker: | Chris Bragg
Partner - Australia & Managing Director - Middle East
TenStep |
| Venue: | Telstra Conference Theatrette
Level 1, 242 Exhibition St
Melbourne, Victoria 3000 |
| Time: | 05:30 PM to 08:00 PM
Refreshments at 05:30 PM |
| Description: | Chris Bragg, PMP, Dipl. B. Sc., TenStep Australia (Partner) & TenStep Middle East (Managing Director). Chris is a consultant in SPMO (Strategic Project Management Office), Project Portfolio Management and PMO Implementation.
Chris has worked with a range of companies (telecommunications, utilities and construction) in the implementation of Program and Project management processes, enterprise wide implementation of PPMO and the design and implementation of balanced scorecard processes.
Chris has presented locally at PMI Chapter events and also globally at International forums:
- 'Linking Strategy to PPMO'; IIR Balanced Scorecard Forum, Dubai 2008
- 'Transforming the PMO'; PMI PMOSlg Webinar 2009
- 'Strategice PPMO - Case Study'; Harvard Business Review Conference, Poland 2010
His current activities include:
- Developing a new model for project management methodology training that focuses more directly on changing behaviours in the work place and mentoring that makes project management training more focused on organisation needs and application of new knowledge/skills in the workplace
- Developing competency based assessment and certification framework that enable employers to link required job project management skills to internationally recognised competency certifications.
The TenStep organisation specialises in consulting and training in business methodologies and helping organisations implement their goals and strategies through the successful execution of projects by implementing solid project management processes and practices. http://www.tenstep.com/
PRESENTATION ABSTRACT:
The recent financial crisis induced some extensive soul searching in the business schools, governments and board rooms globally, asking questions about sustainability and successful execution of strategy, as opposed to just 'having a strategy'.
This has added volume and credibility to those voices (one of whom has been the PMI itself) stressing that a sound strategy must incorporate both strategy formulation and strategy execution.
In a more practical and immediate context, we are hearing more and more senior executives, high ranking government officials, and company owners, asking how they can improve their success rates with strategic execution.
We see increasing awareness and recognition that project management, the ability to make critical strategic changes happen as planned, is a core competency for successful strategy execution. This applies equally to internal projects (e.g. ERP implementations or restructuring) and external projects (for projectised organisations and the service industry).
This presentation presents a high level view of a simple, practical structure, the SPMO, that has been developed by experience working to help organisations meet real practical needs, rather than on any business school theory. While it is honed by practical considerations, it has a solid base in 'state of the art' best practices. We make reference to a recent case study to illustrate the concept.
The SPMO combines the prosceeses used to drive Stragegic Performance Management and Strategy Formulation with the Project Portfolio Management and Project Management processes used to drive Strategy Exectuion in a way that avoids replication and redundancy.
Central to the idea (as in project management) is the need to maximise communication, consensus and commitment at all levels, and the notion that 'you can't manage what your can't measure'.
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| Presentation: |  SPMO PMI Chapter 100831.pdf (1505KB)
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| PDU: | PDUs: 1
Category: PMI Registered Education Providers (3)
Sponsor: Sermin Tanyeri |