5th Edition
Strategic Project & Portfolio Management
Transforming Projects, Empowering Portfolios: Lead the Change and Enhance Performance
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How do successful organizations ensure alignment between their project portfolios and overarching business targets?
Project portfolio has to be aligned with the strategy and the business targets, ensuring that each project directly contributes to achieving strategic objectives. PMO is responsible for focusing on value, accordingly that, before starting the Project, they need to identify the business value and what is planned to be achieved by the project has to be clearly documented.
Describe the value of PMO.
Value of PMO depends on the maturity of the PMO, at basic level (project support PMO) contributes to doing the projects right, while the Global/Corporate PMO is responsible for doing the right projects. PMO has a significant business value, because of their contribution to support projects to arrive on time and on budget, thereby saving time and effort.
What, in your experience, are the key challenges faced in strategy execution, particularly concerning the PMO? Can you share examples of common pitfalls and misunderstandings that organizations encounter, and how these can be mitigated?
The main challenge is, if the roles and responsibilities are not clear related to the PMO, meaning the miscommunication or lack of understanding between PMO and other departments. Awareness sessions are required to showcase PMO and to start building cooperation with the key stakeholders.
What are the key success factors for effective strategy execution through the PMO?
Strong leadership support is the key success factor for an effective PMO, and crucial for successful strategy execution. Furthermore the project portfolio has to be aligned with the strategy.
Ahead of the 5th Edition Strategic Project & Portfolio Management conference we spoke with Bence Tüske, Vice President of B2B Connections at PMI Budapest, Hungarian Chapter and Head of Program Management Office at Sanofi. Bence graduated from Economics, Finance and Law, and has a robust background in Project/Program/Portfolio Management, close to 20 years experience in Telecommunication and Pharma Industry. In 2021, Bence has joined Sanofi and he is developing the PMO function in Finance Transformation Services, focusing on Transformation project portfolio. His PMO services relate to portfolio dashboarding, risk management, detect deviation/ alerting, project management methodology and coaching.
17-19 April, 2024
Amsterdam, the Netherlands
Bence will be speaking during day one of the 5th Edition Strategic Project & Portfolio Management conference!
For registration pricing and multiple attendee discounts, please contact:
Ria Kiayia
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An interview with Bence Tüske, Vice President of B2B Connections at PMI Budapest, Hungarian Chapter (Head of Program Management Office at Sanofi)
How do you measure the success of a transformation program, considering its global scale?
From one aspect, success of a transformation program is based on the projects embedded in the program, however I think, that the change management part is crucial for transformations. All the developments and innovations can be implemented, however without acceptance will not work. I believe that change management has to get a continual focus during the transformation.
Case Study: Bulding a PMO – how to achieve the highest business value
- PMO behind Project Success; defining PMO’s role and key focus areas.
- How to build an effective PMO, main steps to establish and improve.
- Explore best practices, Maximize Hybrid / Agile benefits.
How can organizations effectively utilize AI to enhance efficiency in portfolio analytics?
There are many portfolio management tools in the market, I think the future can be to improve the visualization, make it user friendly, simple, and transparent, and from the AI perspective the alerting functionality to detect and show the deviations can be a very useful feature.
