هذه المحاضرة بعنوان The Next Generation PMO كنت قد قدمتها في مؤتمر The Big 5 Saudi بمدينة جدة وذلك يوم 10 مارس 2019 باللغة الإنجليزية والان قمت بتسجيلها باللغة العربية حيث تناولت المحاضرة وضع مكتب إدارة المشاريع مستقبليا في ال Disruptive World وما هو الدور المنوط به في ال Digital Transformation وبعدها تطرقت للدور المستقبلي الإضافي المتوقع أن يقوم به مكتب إدارة المشاريع كجهة مسؤولة من ال Value Delivery في المؤسسة بدلا عن الاكتفاء بدور ال Administration or Support بحيث تمكن مكاتب إدارة المشاريع من أن تقوم وتشارك بتطوير ومتابعة الخطة الاستراتيجية والاشراف على ال Benefits Realization Management وأن يسهم المكتب بصورة فعالة في إدارة التغيير وان يتحول تدريجيا إلى Agile PMO ومن ثم انتقلت لتوضيح المهارات والكفاءات المستقبلية المطلوبة للعاملين على مكاتب إدارة المشاريع المستقبلية واختتمت الحديث بتعريف ال High Performing PMO

1. 10 – 13 March 2019
Jeddah Centre for Forums & Events
Abdelrahman Elsheikh Seedahmed
PMO-CP,PMOC,PMP,SP,RMP,ACP,EVM,CBAP,CPRE,KPI-A
The Next Generation PMO

2. Abdelrahman Elsheikh Bio
 +15 years experience as Strategic PMO Director, Strategy Execution Consultant, PMO
Consultant, Project Manager, Business Analyst and Software Engineer.
• Master Degree in Software Engineering.
• Project Management Office Certified Practitioner (PMO-CP).
• Project Management Office Certification (PMOC).
• Certified Project Management Professional (PMP).
• Agile Certified Practitioner (PMI-ACP).
• Risk Management Professional (PMI-RMP).
• Schedule Professional (PMI-SP).
• Certified Business Analyst Professional (CBAP).
• Microsoft Certified IT Professional (MCITP).
• Key Performance Indicator Associate (KPI-A).
• OCP and OCA.
• Certified Professional for Requirement Engineer (CPRE).
• Certified Tester Foundation Level (CTFL).
• Earned Value Project Management (EVM).
• ISO/IEC 20000 Foundation.
• ISO/IEC 27002 Foundation.
• Certified ITIL Foundation Level.

3. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

4. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

5. The PMO in a Disruptive World

6. The PMO in a Disruptive World
• The digital future has arrived—right here, right now.
• A Disruptive Technology is one that displaces an
established technology and shakes up the industry or a
ground-breaking product that creates a completely new
industry.

7. The PMO in a Disruptive World
Digital Transformation is :
1. journey that organizations are
2. trying to understand how they can take the
capabilities that digital offers
3. to fundamentally change the way they will operate in
the future
4. to better serve their customers,
5. to better manage their employees and
6. to really drive their organization into a more effective
and successful organization in the future.

8. The PMO in a Disruptive World
• One thing is clear: Organizations that fail to
develop a competency that allows quick response
to significant changes (Disruptive Technologies)
will not survive.

9. The PMO in a Disruptive World
• PMI has partnered with Capgemini Government
Solutions to explore the impact of disruptive
technologies on the next generation project
management office (PMO).
• The surveys were completed in July 2018.

10. The PMO in a Disruptive World
• The Next Generation PMO report highlights and
analyzes key findings from PeriscopeIQ’s online
survey of 529 PMO directors across a breadth of
industries and a smaller qualitative study among
senior level functional managers who work with
PMOs or equivalent project manager teams not
technically referred to as PMOs.

11. The PMO in a Disruptive World

12. The PMO in a Disruptive World
• Next Generation PMOs are:
• Leading the way.
• Changing their charters.
• Adjusting approaches.
• Reinventing processes;
• In ways that allow their organization to thrive in
the new age of disruption.

13. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

14. Empower the PMO
• Organizations need to empower the PMO to shift
the focus from an administrative function to one
that manages value delivery.
• This could be achieved by giving the PMO the
responsibilities and the authority in the followings:
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

15. Empower the PMO
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

16. Strategic PMO
• Strategy delivery is just as important as strategy
design—but too many leaders don’t seem to
realize it.
• Organizations invest substantial resources, creative
time, and energy into developing and designing
the right strategy, only to see it unravel in the
execution phase.

17. Strategic PMO
• On average, organizations fail to meet 20% of their strategic
objectives because of poor implementation.
• only 1 in 10 organizations can deliver all of their strategic
initiatives successfully, according a recent survey by The
Brightline™ Initiative.
• Nearly 10 percent of every dollar is wasted due to poor project
performance, according to PMI’s 2018 Pulse of the Profession®.
• Applied to the level of global capital investment as calculated by
the World Bank, that’s nearly US$1 million wasted every 20
seconds—and our society can’t afford to squander those
resources.

18. Strategic PMO
• The next generation project management office
(PMO) can help solve this execution problem.
• By partnering with the C-suite, it can help to close
the gap between strategy design and
implementation, and work to align employees who
are skeptical of change.

19. Strategic PMO
• The Strategic PMO serves as the critical link
between executive vision and the work of the
enterprise.

20. Strategic PMO
• Strategic PMOs (the next generation of PMOs) are
evolving from passive entities that manage
scope, costs, and schedules to active, adaptive
partners that lead and execute strategic
initiatives.
• https://www.youtube.com/watch?v=OV5WccLbygc&t=2s

21. Empower the PMO
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

22. Benefits
• An outcomes whose nature and value are
considered advantageous by an organization.
• An outcomes which is perceived as positive by
Stakeholders.

23. Benefits
• As an example in a project designed to implement a document
management system:
• The implemented document management system that users can
actually use is the output.
• This output results in certain outcomes, for example:
• faster and easier access to the documents.
• fewer mistakes in archiving and retrieving documents.
• ability to control versions and having access to the latest revisions.
• ability to have reports that help us find solutions for other
business problems.
• And finally, those outcomes create benefits, or in other words, business
value:
• 2% cut in the operation cost.

24. Benefits Realization
Management
• Collective set of processes and practices for
identifying benefits and aligning them with formal
strategy, ensuring benefits are realized as project
implementation progresses and finishes, and that
the benefits are sustainable—and sustained—after
project implementation is complete.

25. Why Benefits Realization
Management?
• Benefits realization is a way to change that thinking,
underline how projects and programs deliver benefits
to the business, and enable the necessary change.

26. The Role of the PMO in Benefits
Realization Management
• This puts the PMO in the ideal position
(champions of benefits on behalf of every
organization) to fully embrace value management
and the related benefits capturing.
• https://www.youtube.com/watch?v=XdxpawHKS6I&t=1s

27. Empower the PMO
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

28. Change Management
• Organizations don’t change – people within
organizations change.

29. Change Management
• PMI outlined in their last Pulse of the Profession
report, 28% of project professionals say that poor
change management was a primary cause of
project failure during the past 12 months.

30. Change Management
• Nearly 50% of all PMO
directors say their PMOs
are either the “sole driver
of” or are “very involved
in” change management
intended to leverage
disruptive technologies
on behalf of their
organization.

31. Change Management
• The increased use of change management
reinforces the enhanced role the PMO is playing—
and is expected to play—in the adoption of
disruptive technology.
• https://www.youtube.com/watch?v=fhAGf2mfr_g

32. Empower the PMO
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

33. Agile PMO
• Bringing Agility to the PMO and the Organization.
• The capability to quickly sense and adapt to
external and internal changes to deliver relevant
results in a productive and cost-effective manner.

34. Eat Your Dessert First — Early
Value Delivery
• Agile methods promote early value delivery.
• This means the Agile PMO aims to help projects
teams to deliver the highest value portions of the
projects as soon as possible.

35. How Agile PMO Bringing Agility
to Organizations?
1. Promote Agile Mindset, Lean Thinking and
Leadership.
2. Agile Portfolio Management.
3. Introduce Agile tools and techniques in traditional
(waterfall) projects and programs.
4. Knowledge worker projects.

36. Promote Agile Mindset, Lean
Thinking and Leadership

37. Agile Portfolio Management
• Portfolio development.
• Portfolio tracking.
• Resources Allocation and
Utilization.

38. Introduce Agile tools and techniques in
traditional (waterfall) projects and programs

39. Knowledge worker projects

40. Agile PMO
• https://www.youtube.com/watch?v=qaPvnNZEH1
w&t=2s

41. Empower the PMO
1. Strategic PMO.
2. Benefits Realization Management.
3. Change Management.
4. Agile PMO.

42. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

43. Next Generation PMO Skills
• What’s in the most demand?
• PMI research indicates that the frequency of
actual or requested use of waterfall, minimum
viable product, scrum, statistical analysis, and
scheduling has not been as high as other skills.

44. Next Generation PMO Skills
• Instead, PMO directors
say agile and change
management were the
top skills used by or
requested of their PMO
in the previous 12
months.

45. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

46. The High- Performing PMO
• High-performing PMOs tend to:
• Closely align their work with the organization’s strategic
initiatives including benefits realization.
• Lead (or play a significant role in) the implementation of
strategic initiatives.
• Fulfill important change management functions.
• Adapt and adopt new skills.
• Introduce Agility to the organization.

47. The High- Performing PMO
• “PMOs need to be seen as transformational and
leading edge rather than a support system or an
administrative body,”
BILL MABRY
Digital Transformation PMO
at Salesforce

48. Agenda
• The PMO in a Disruptive World.
• Empower the PMO.
• Next Generation PMO Skills.
• The High- Performing PMO.

49. https://www.facebook.com/abdelrahmansida/
https://www.youtube.com/c/abdelrahmanelsheikh
https://www.linkedin.com/in/abdelrahmanelsheikh/
https://twitter.com/AbdelrahmanSida
https://www.slideshare.net/abdelrahmanelsheikh1