As the project economy continues to grow rapidly, the importance of PMO organizations becomes increasingly more visible. PMO organizations are the enablers of both a company’s vision and its successful execution. Depending on the level of maturity of a company and their PMO practices and considering the quick changes companies go through regularly to stay relevant, it is expected to see discrepancies between vision and execution. This lack of alignment is what we call PMyOpia.
During this session, we will discuss how to diagnose this condition that can affect PMOs of all sizes and experience. We will look at three key areas in which PMO organizations play a critical role: Execution, Enablement and Reporting. After looking at examples to illustrate the symptoms, we will discuss best practices and methodologies available to curb the effects of this condition. Specifically we will discuss how using Objective Key Results (OKRs), gated processes and scoring can help translate vision into tangible execution guidance.
PMI Talent Triangle: Business Acumen
PDUs for this Course: 0.5
MOUSSA GHERBI
Moussa Gherbi is the Head of Customer Success at Planisware. Trained as an Engineer in a top school in France, then as a Business & Technology Consultant at PwC in Paris, he has now been in the PPM industry for over 10 years. Moussa has always been passionate about identifying problems and finding solutions. He prides himself on challenging the status quo and being a driver for impactful and sustainable change. Combining this mindset with his experience, Moussa now focuses on delivering more value for Planisware customers by enabling the Customer Success group and building a customer-centric culture.
As it related to the world of PMO, Moussa has been on both sides of the fence. He gets to speak with PMO organizations frequently within the scope of their Planisware program, focusing on understanding their business needs and improving their return on investment. Moussa also previously worked within a PMO during one of his long-term engagements at PwC. This gives him a good understanding of what companies expect out of their PMO organizations and what situations they may face, with a steady need for adaptation to change. Moussa strongly believes that PMO organizations are impact drivers and can be exceptional agents of change within a company.
