Having a robust PMO is about having an infrastructure for program management execution. Strategic alignment is about moving the right programs and projects into execution to meet the goals and objectives of the organization. In many ways, managing strategy for the organization uses the same PMO Skills by taking it up a level to managing the portfolio. Just like other programs and projects, there are budgets, schedules, risks and stakeholders to manage. This presentation will examine the similarities and differences between managing the PMO and managing strategy for the organization to become a critical advisor to the CEO and leadership team.
PMI Talent Triangle: Business Acumen
PDUs for this Course: 1
EDWARD J LEYDON, MBA, PMP
Edward J. Leydon is a successful international business leader with over 20 years of Engineering, Program Management and Strategy Development experience including key accomplishments as Staff Systems Engineer and Engineering Program Manager at Lockheed Martin, PMO Director at Honeywell Aerospace and Director of PMO and Strategy at Beacon Red-EDGE.
Edward possesses strong leadership skills including ability to influence team by managing critical initiatives to deliver consistent results on time, within budget and meeting specifications.
He has a proven history of quickly understanding complex technical applications and developing innovative solutions to critical challenges.
He has led successful enterprise-level $100M+ annual budget transformational business initiatives working with leadership teams and executive (C-Level) leadership managing program performance budget, schedule, scope, resources and critical deliverables.
Edward has a passion for sharing his expertise and is a successful coach, trainer and mentor. He has worked on developing teams in China, Czech Republic, India, Puerto Rico, UAE, UK and USA.
