- Organise your PMO into a value-driven entity with resource optimisation
- Develop consistency in stakeholder engagement across the entire business
- Reduce the tolerance for project variances
- Master the art of change management
Chief Project Officer
Director of Scientific Computing
Regional PMO Director
General Manager, EPMO
Head of Enterprise PMO
Cbus Super Fund
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Change Management is starting to be seen as a profession in its own right. It has taken a long time to get here, even though people have been managing change in one way or another in their businesses for decades. When projects that depend heavily on users and stakeholders adopting new tools, or learning new processes or skills, get executed without an effective OCM plan, the likelihood that they will fail to achieve their intended outcomes increases exponentially.The root of the problem often comes down to a question of accountability: who in the organisation is accountable for change management success? In the absence of any other clearly identifiable OCM leader, the PMO – as the organisational entity that is responsible for facilitating successful project outcomes – needs to step up and embrace this accountability
This OCM workshop will provide you with an understanding on how you can support the process of change management in your organisation as a PMO leader, you will be given the guidance you need to hone an OCM strategy and toolkit that will help ensure projects aren’t merely completed, but that benefits are realised.
Change management characteristics
- Identify organisational impact
- Recognise change in the broader business environment
- Communicate the ‘whys’
Prepare for the change
- Define OCM strategy and key drivers
- Equip the right tool-kits to support change
- Design and build sponsorship model
Plan and implement change
- Develop change management plans, define metrics, identify risks
- Execute plans for change effectively
- Review progress and report out to stakeholders
Manage and continue to improve
- Capture key metrics
- Analyse the results
- Create and executive corrective action plans
Louise Gardner Principal Consultant & Managing Director Pledge Consulting
Some practitioners stress the need for dedicated PMOs. Others are reluctant, as the value of PMOs is tricky to measure, leading to a contrary trend of senior executives abandoning the PMO. So how do you secure the future of your PMO?
Peter will discuss how Telstra has secured the presence of their PMO through continued demonstration of value, navigating their success in an agile environment, and establishing their roots as a core component of their organisation.
- Demonstrate and provide visibility on value add
- Be resilient in an agile environment
- Establish a presence in your organisation
Peter Moutsatsos Chief Project Officer Telstra
Almost 80% of new projects fail, emphasising the criticality of understanding the needs of the end-user. HCD projects follow a set of principles to identify and incorporate end-user needs and build a solution to address those needs.
Using the human-centred design approach, Sarah will take us through the creative and innovative methodologies used to improve overall project governance at the City of Sydney.
- Identify the pain points
- Filter and prioritise ideas to create a prototype
- Deliver solutions with feasibility and sustainability
Sarah Foxe Manager, PMO City of Sydney
Project management and change management are interchangeable - to deliver a project on-time and on-budget, change is often necessary.
Discover why change management is an integral component in project delivery performance, how you can link the disciplines of change management and project management in practice, and the PMO’s role in facilitating this harmony.
- Why change management is integral to strong project delivery performance
- How you can link the disciplines of change management and project management in practice
- The PMOs role in improving project delivery outcomes
Louise Gardner Principal Consultant & Managing Director Pledge Consulting
Discover best practices for dealing with critical issues facing PMOs. You'll have the opportunity to discuss and assess operational risk and enterprise risk management topics.
Reliable and consistent practices form the foundation of value for a high-performing PMO. But when it comes to demonstrating value, you must understand the unique business needs and drivers at play. From there, you develop clear and practical measures for performance.
Funnily enough, an alarming number of PMOs are underutilising their potential, which poses a problem for executives questioning the contribution of the PMO to bottom-line value.
This interactive panel discussion will open the floor to the latest challenges, trends, and opportunities for PMO professionals.
- Organisational change management
- Defining, agreeing on, and articulating metrics and success criteria
- Gaining stakeholder buy-in and engaging business leaders
Ole Nielsen Director of Scientific Computing ACT Government
Celine Fullerton General Manager, EPMO V/Line
Katherine Walker PMO Manager Australian Energy Market Operator
Daan Fakier Senior PMO Analyst Origin Energy
Karen Buchanan Enterprise PMO, Operations Manager Australia Post
As customer expectations continue to evolve, you must continue to innovate. But sustaining profitability is only feasible if you align your PMO with the organisation's strategic initiatives. To do this, you'll need an organisation-wide culture that facilitates changes in the planning and delivery of projects.
Jonathan will explore how his organisation established a high-performing, strategic PMO through collaboration and support from executive leadership. He will teach you how to build consistency through strategic approaches towards projects and supporting project delivery teams.
- Help executives visualise the feasibility of their ideas through a strong execution strategy
- Build consistency through well-designed approaches that are adaptable to various projects
- Recognise the importance of project delivery teams and build significant learning and support
Jonathan Moody Head of PMO oOH! Media
The ability to drive change is a competitive quality of modern leadership. But change leadership isn't qualified by a singular approach. As a leader, you must act along the spectrum of change leadership behaviours and adapt to your situation. So how do you do it?
John will discuss the continuum of change and elaborate on the importance of maintaining a focus on results. He will help you drive change and guide you in creating a capacity model.
- Maintain a focus on results
- Create a capacity model
- Drive change and transformation
John Lamb Portfolio Director Westpac New Zealand Limited
PMOs focus on measuring activities for on-time, on-budget delivery of projects. But is this enough? Value through strategic impact should be a top priority, which requires a focus on outcomes. PMOs must have a seat at the business strategy table, so you must look beyond traditional metrics and challenge yourself to demonstrate tangible value.
Discover how you can secure value centricity and ensure the strategic trajectory of your PMO. Jessica will discuss how to have the conversation to obtain an understanding of the direction expected of you, why you should focus on outcomes as opposed to activities, and teach you how to measure value through portfolios, scoring, and business/strategy impact.
- Have the conversation!
- Focus on outcomes, not activities
- Measure value and outcomes
Jessica Sharp Assistant Director, Programs & Projects Portfolio Department of Premier and Cabinet VIC
It may be an overused adage, but it's true when they say time is money. So it comes as no surprise that PMOs are focused on agility without compromising quality. In this session, Richard will explain techniques and strategies for effectively managing a multitude of projects.
- Identify the best strategies for prioritisation
- Effectively managing risk
- Clear communication of goals and strategies
Richard Bartholomeusz Program Leader S&T Planning Defence Science and Technology Group
Projects bring a mix of advocates and adversaries together. So how can PMOs engage stakeholders to meet non-negotiable outcomes? Discover how to guarantee the execution of appropriate communications and actions, understand how to match stakeholder types with processes, and learn how to influence executive buy-in.
- Identify key or non-key stakeholders for appropriate communication and project execution
- Adapt and enable people and processes to match stakeholder and project types
- Influence executive buy-in for strategic oversight and enhance value add
Edel David Director National Program Management Office Education Council
What is a hybrid PMO? A hybrid methodology refers to methods combining approaches from the traditional PM environment and the agile world. PMOs of today are striving to find a balance between traditional governance and business agility to ensure successful delivery. If your PMO is struggling to adapt to business agility or if you are setting up a new PMO, why not take the hybrid approach! In this session Faheem will explore the concept of the “hybrid PMO”. Understand how to the best of agile and waterfall delivery approaches can be brought together, cut delivery costs while moving quicker to delivery and look at the effectiveness of hybrid project management discipline.
- Wagile: Waterfall + Agile = Hybrid
- Manage and decrease delivery costs
- Understand hybrid success through project delivery
Faheem Jafar Regional PMO Director MasterCard
Many PMO teams launch with the noble objective of improving a team's delivery performance. Once those objectives are achieved, quite a few PMOs then become focused on maintaining delivery performance. This narrow mission can cause a PMO to become increasingly irrelevant over time—and viewed as an obstacle rather than as being essential. How can you keep your PMO continuously improving, adapting and increasing its value to the organisation? At the conclusion of this session, participants will be able to examine the present risks when maintaining a PMO status quo without advancement, discuss why a one-size-fits-all PMO implementation may not be the best choice and apply key methods to advance the PMO's capabilities.
Strategic PMOs should be structured and managed the same way as other business departments, with goals and objectives set up by enterprise leadership that help the organisation succeed. The question is, how does a PMO become strategically aligned with the business?
Join our panellists as they discuss how proactive resource management, participation in corporate strategic objectives, and strategic partnership with company stakeholders can secure the future of the strategic PMO.
- Adopt proactive resource management techniques
- Be strategically aligned with company objectives
- Collaborate and establish strategic partnerships with stakeholders
Matthew Kilgour Program Delivery Manager, Customer Facing Bluescope Steel Limited
Robyn O'Donnell PMO Manager National Australia Bank
Bill Berry Head of PMO Elbit Systems of Australia
Val Matthews State Director, Transport Infrastructure & PMO Services Mace Group
Your leadership team may have a hard time trusting you if they don't understand your PMO capacity. If you miss a deadline or something goes wrong, the perception of the PMO is one of failure.
To overcome these challenges, you'll need to identify reasons for resistance and communicate effectively to secure buy-in.
- Communicate effectively to support executive buy-in
- Provide top-down visibility to garner support
- Identify reasons for resistance and address specific concerns
Clarke Simpson Head of PMO Ericsson
What department or team determine and maintain process standards? The PMO, right? Then why does the PMO continue to define itself? Join Cathy as she explores the distinguishing traits of a PMO and how you can become a strategic tool for executive leadership by supporting the delivery of projects.
- Understand the roles and function of the PMO
- Explore and comprehend the methodologies used for project delivery
- Discover the plethora of PMO’s and their support objectives
Cathy Howard Head of Enterprise PMO Cbus Super Fund
Before your organisation can become an agile enterprise, your PMO has to adopt a more agile mindset. No longer do PMOs need to play the role of process police. Instead, a Lean-Agile PMO can work to orchestrate enterprise Agile adoption, providing the support teams need to fully embrace Lean-Agile practices and greater predictable delivery across the enterprise. A true Agile PMO is to a learning organisation what the heart is to a human body.
Being agile means turning into creative problem-solvers, rapid responders, and collaborators who turn feedback into innovation. This workshop will take you on the next step in your agile journey and become an Agile Alchemist. Learn how to unlock the potential and power of Agile across your organisation - at the project, program, portfolio and enterprise level. Then light the spark for complete Business Agility.
Kicking it off - What does agile mean to your PMO and organisation?
- Planning and executing Agile transition - The PMO perspective
- Collaborative planning techniques
Bake it into the culture - The Enterprise Agile mindset
- The culture change - leader vs coach vs facilitator
- Governance as facilitation - relinquish day-to-day control to focus on value prioritisation
- Strategies to create a safe to fail environment
Technical excellence and business integration
- How to manage risks with technology advancements and Agile mindset
- Understand how metrics are used in planning, analysis and reporting agile projects
- The process change - from finance tracking to value realisation
Agile alchemy and a view to complete Business Agility
- Transition to a truly mature Agile environment
- Domains of business agility and its implementation
- Clear Agile action plan to take back to your organisation
Helen Snitkovsky Enterprise Agile Coach, CTO & Director MH Solutions
Melbourne Convention and Exhibition Centre
1 Convention Centre Place, Melbourne, VIC, 3006, Australia
(03) 9235 8000
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