Case Studies & Expertise Zone

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Visit this Zone to hear about real world examples of project implementation and insights from leading project management experts.

All attendees are eligible to attend these FREE presentation sessions which will be delivered from open zones within the exhibition hall.

Please see below a draft programme for October. We are currently working on finalising content and timings with speakers.

 

 

Aaron Scott heads the Corporate Programme Management Office for NHS Solent Trust. Having introduced a new PPM approach and cloud-based system the challenge now is how to engage the wider organisation.

Cloud PPM systems are great at managing key projects and for stakeholder engagement but they’re not universally popular with project teams and the wider delivery community. They often see these systems as adding to their workload and providing benefits to the PMO rather than their teams. As a result, they may continue to use file sharing and collaboration tools, so information remains in multiple locations and systems. Working with the Verto team we’ve created a work collaboration platform that provides the features which are relevant to each person and role. It means we can manage everything from simple day to day tasks and workspaces through to major initiatives all in one place.

Speaker Bio

Aaron Scott has 15 years’ experience of working in the NHS. Aaron’s NHS career began as a Systems Trainer and progressed to ICT e-Learning Team leader, ICT Business Specialist, Project Manager and PMO Manager.

Since late 2017 Aaron and his team have been implementing Verto on a process by process basis to integrate the system in multiple work streams across the Trust. This has provided a ‘go to’ system for Trust business processes, creating a central repository for information and work stream data.

Most project management approaches incorporate a lessons learned activity. But many organisations do little more than document experience and file it on a shelf, which is less like lessons learned and more like lessons identified, or even worse, lessons ignored.

Some people in the PM community think lessons learned is so broken it’s not worth doing. Ken Burrell thinks there is still value to be had, with the application of some pragmatic primping.

This session (based on his book) looks at how organisations learn from projects, how it goes wrong, and offers some ways to fend off failures.

Speaker Bio

Ken Burrell started his project management career as a project manager in beer dispense equipment manufacturing (he is also a trained beer taster). He moved into insurance, and then across to PMO (where he ran an enterprise PMO), then into contracting – and has never looked back!

His company Pragmatic PMO now provides specialist PMO consultancy and services to clients from fashion to financial services. Pragmatic PMO helps organisations to improve the way they change through the strategic application of the right PMO knowhow. Sometimes by supporting the controlled delivery of strategic change programmes, and sometimes by ensuring that senior management get the insights they need to make strategic decisions about those change programmes in the context of an organisational change portfolio.

You can find Ken tweeting as @PragmaticPMO, blogging at PragmaticPMO.com, and on LinkedIn® at https://www.linkedin.com/in/pragmaticpmo/

You can contact Ken at ken.burrell@pragmaticpmo.com

Both public and private sector organisations are struggling to achieve better results from project investments. Building the new products and services is risky and requires at least new skills, processes, tools, thinking and culture.

Veijo will bring you ideas and examples how organisations in the Nordic countries such as City of Helsinki, State of Finland, Finnish NHS, Kone Elevators, Danfoss, and UPM are improving their project innovation capabilities. There is always a balance between existing and new business. Projects are the lifeline in both worlds.

Speaker Bio

During 2019 and 2020, LEO Pharma implemented a new process for their PPM; first within the IT department, and later expandnig to R&D and Production & Supply. Despite the thrill of a shiny new system, a lot of key users were resistant to change – even in IT leaning towards a non-digital approach.

This presentation will take you through some of the considerations, learnings and realities of moving 50+ project managers, line managers and other stakeholders from system with a ‘siloed’ mentality, into a modern and integrated Project, Portfolio and Resource Management tool and mindset.

Speaker Bio

Claus Jepsen has a 30 year background in the IT industry as account-, project-, program- and portfolio manager in various business areas.

In 2015 he joined LEO Pharma and is currently heading a IT PMO of 10 people with focus on implementing a new Project-, Portfolio and Resource Management system, plus optimizing cross-area processes and coordinating initiatives with some 25+ decentralized PMO assistants.

The last  four years LEO Pharma has started a number of strategic initiatives to modernize the company and the number IT projects have risen from some 30 projects in 2015 to 110 projects in 2020 with an annual €80 mio. Capex cost.

As an IT PMO professional, you’re in the best position to lead real transformational change for your organisation. Whether it’s inefficient processes, poor reporting, lack of visibility, or disconnected teams, PMO teams have trouble getting work done on time and within budget.

You will hear from Neil Bacon, Transformation Advisor, at Workfront, and Bruce Leebove, Managing Director, from one of our partners Acensys, who together will discuss 5 common obstacles and how Workfront customers have overcome these to improve productivity adding value to their entire organisation:

  • How to break down silos and get teams connected
  • Tracking, prioritising and organising work requests
  • Implementing real-time updates
  • Getting visibility into your work processes
  • How to allocate resources so you can focus on innovation and transformation

Speaker Bio

Neil joined Workfront from PwC where he was a Director leading a business unit on digitally enabled business strategy. Neil has over 25 years experience at developing and implementing corporate strategy, target operating models, enterprise architecture and departmental change programmes leveraging the latest technologies, lean process techniques and change management to deliver sustainable competitive advantage. He has led enterprise wide transformation programmes and held interim COO and CIO roles. Neil is an active board member for a number of Not-for-profit organisations.

Bruce is the MD of Acensys, a Workfront Partner, he is an innovative and dynamic manager with over 21 years of experience in the IT Industry. Bruce is a strong leader, capable of bringing together suppliers, project teams, external teams, business partners and executives to run successful programmes, projects and departments. He has a proven record of accomplishment in delivering complex, high value programmes and projects on time, within budget and with high quality.

A key requirement for successful change management is a deep understanding of how change will affect the end users. Reverse mentoring can help leaders navigate the impact of change on frontline staff, better inform their decision making and help them adapt their strategy in the light of invaluable insights about organisational impact garnered from staff.

Ali Raza and Tim Schmeising-Barnes are experienced mentors who understand the role of coaching and mentoring in delivering organisational change. They will share some positive experiences of reverse mentoring from an equality and diversity context and discuss it’s use in a change management context.

Speaker Bio

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