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    PMO Delotte Consulting Presentation

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    Projects happen in two ways: a) planned and then executed or b) Executed, stopped, planned, and then executed. The review of most failed projects indicates the disasters were well planned. The most valuable and least used word in a project manager's vocabulary is "NO"

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    PMO Delotte Consulting Presentation

    Uploaded by

    CIOEastAfrica
    1K views14 pages
    Projects happen in two ways: a) planned and then executed or b) Executed, stopped, planned, and then executed. The review of most failed projects indicates the disasters were well planned. The most valuable and least used word in a project manager's vocabulary is "NO"

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    Projects happen in two ways: a) planned and then executed or b) Executed, stopped, planned, and then executed. The review of most failed projects indicates the disasters were well planned. The most valuable and least used word in a project manager's vocabulary is "NO"

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
    1K views14 pages

    PMO Delotte Consulting Presentation

    Uploaded by

    CIOEastAfrica
    Projects happen in two ways: a) planned and then executed or b) Executed, stopped, planned, and then executed. The review of most failed projects indicates the disasters were well planned. The most valuable and least used word in a project manager's vocabulary is "NO"

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPTX, PDF, TXT or read online from Scribd
    Download as pptx, pdf, or txt
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    ‡ Projects happen in two ways:
    a) Planned and then executed or
    b) Executed, stopped, planned, and then executed.
    ‡ Tasks progress quickly until they become 90 percent complete and then
    remain at 90 percent forever.
    ‡ Initial planning is the most vital part of a project. The review of most
    failed projects indicates the disasters were well planned to happen from
    the start.
    ‡ The   and   word in a project manager's
    vocabulary is 
    ‡ Wrong decisions made early can be recovered from. Right decisions
    made late cannot correct them.
    
    !" ! 
      # 

     Programme Management Office © 2011 Deloitte & Touche


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    +
    '
    ‡   , - # *Key to contribution
    Engages stakeholders
    Develops a vision to align to organizations objectives
    ‡ ã  .+!*Key to integration
    Delivering using the right resources at the enterprise level
    ‡  - : Key to adoption
    hange management; Stakeholder expectations
    Sponsorship and ommunications
    ‡ ã „ *Key to effective management
    Äocus on results rather than cost schedule and scope
    oordination of multiple projects

    X Programme Management Office © 2011 Deloitte & Touche


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    ] $$ 0
    $$ 
    Reactive Anticipatory and proactive Balances the role of traditional Program
    Management processes with a broader, flexible
    view to better plan for and respond to change
    Primarily project Domain authority goes Links program objectives and technical
    management beyond project management execution by incorporating strategy, people,
    process, technology in business and technical
    decisions
    osts and Value and Results-focused Manages and monitors business benefits at all
    milestone focused stages of the program
    Output-focused Outcome-focused Äocuses on the strategic results, going far
    beyond tracking, monitoring and reporting
    outputs
    Administrative Strategic and Agile Monitors the operating environment continuously
    to increase agency speed and agility

    / Programme Management Office © 2011 Deloitte & Touche


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    2 Programme Management Office © 2011 Deloitte & Touche


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     Programme Management Office © 2011 Deloitte & Touche


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     Programme Management Office © 2011 Deloitte & Touche


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    ( Programme Management Office © 2011 Deloitte & Touche


    Deloitte refers to one or more of Deloitte Touche Tohmatsu Limited, a UK private company
    limited by guarantee, and its network of member firms, each of which is a legally separate and
    independent entity. Please see www.deloitte.com/about for a detailed description of the legal
    structure of Deloitte Touche Tohmatsu Limited and its member firms.

    © 2011Deloitte & Touche.

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