Professional Panel
Project Management Office (PMO) as a Business Intelligence Function
Chair: Theofanis Giotis
A recent Computers Associate (CA) study with TechValidate tried to validate the changing role of the modern PMO. When asked, “Who typically consumes your reports?” 95% of respondents pointed to managers, while 60% also included VPs. Nearly 50% said their reports made their way up to the C-level.
So it is clear that people across organizations (from resource managers, to Vice Presidents and C-level executives evaluating business opportunities) are using data collected, processed and distributed by the Project Management Office (PMO) to make strategic business decisions.
While the work done by today’s modern PMOs guides the entire organization, the main focus of PMOs is increasingly on providing executive leadership with meaningful insight around the work being delivered through both predictive (traditional and waterfall) and adaptive (agile and hybrid) innovation methodologies.
Getting timely data to decision-makers enables business intelligence and agility and helps ensure that the work being delivered will bring the most value to customers and the company.
 | Dr. Panos Chatzipanos Ph.D., M.Phil., D.WRE., Dr. Eur Ing. Dr. Panos Chatzipanos (B.Eng., M. Phil, Ph.D., C.Eng., D.WRE, RPP) is a resourceful and diverse revenue producer with considerable engineering knowledge, large construction experience and substantial managerial competencies that span more than 35 years in the construction industry, over 15 at the executive level. As a senior consultant at the World Bank and at the European Commission, he currently provides his expertise on transformational change, on strategic portfolio management and on the management of large infrastructure projects, globally. He is a principal of PMO Advisory, Inc., New Jersey, USA. He is the Editor and Co-author of a book published by PMI in 2017 on the Implementation of Portfolio Management and the Co-author of 5 PMI Standards (2014-2019). Founding member of the American Academy of Water Resources Engineers, a D.WRE, and a Fellow of ASCE. President of PMI Greece-Chapter and President of the American Society of Civil Engineers (ASCE), Hellenic Section. | |
BI Techniques – A Primary Tool for Portfolio Governance at the Executive Level The development and the establishment of a project portfolio management framework at various organizations will be discussed. A portfolio management office was created, and active senior management support followed which underpinned the whole effort. Since the PfM framework was established, and its statutory documents were approved by the BoD, a controlling PfMO acts as the “control tower” for all project-based work. Prompt verified reporting of portfolio component’s performance to Governance has proved pivotal for swift decisions particularly at the strategic level. BI techniques have been indispensable for such reporting to the BoD and other major portfolio stakeholders like the Government and the EU.
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 | Georgios Feidogiannis BA, PMP®, Prince2, CCMPTM, George Feidogiannis is a highly endorsed servant leader and business consultant. Over the past 15 years, George has been delivering measurable success by leading full lifecycle projects, programs, and change initiatives deployed in 15 countries (EMEA & US). George has extensive experience on organizational change, business transformation, PMO initiation and development, and business process reengineering across a multiple of industries within local top-tier and FTSE 100 multinational organizations. He currently holds 4 professional qualifications in the disciplines of project and change management. | |
From Zero to Value Machine: Building a PMO that Executives Embrace Today, project management is regarded as a strategic competency and, as such, can drastically improve the organization’s competitiveness and safeguard its sustainability. Organizations are rapidly and constantly transforming and changing their operating models and ways of working in order to become faster, better, stronger and more customer-centric. Especially for functional organizations with low project management maturity levels, the only path to achieve longevity and business success is to introduce a center of intelligence and coordination, called the Project Management Office (PMO).This is the story of a FTSE 100 company which built an Enterprise PMO from scratch to help its executives meet the strategic goals of the organization. Through successes and failures, achievements and challenges, victories and disappointments, this short presentation shares best practices, lessons learned and practical advice on how the PMO became the leadership team’s best friend and the arm of senior management. It will showcase how the PMO helped the organization increase its market share, revenues, and profits, while at the same time kept improving its customers satisfaction, products quality, and employee engagement for an industry record of 12 years in a row and still going.
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 | Nektarios Psycharis PhD Team leader IT & T and Business Analysis and Project Management at Athens International Airport Nektarios Psycharis (PhD) is currently Team leader IT & T and Business Analysis and Project Management at Athens International Airport. He has significant experience in business analysis, project management and airport data. He has also provided consulting services to a number of European airports including Schiphol, Lisbon, Budapest, etc. | |
Project Management office as a business ‘Intelligent’ function at AIA The Project Management office as a business ‘Intelligent’ function at AIA. The presentation will cover the following:Project Management and Business Analysis in an Airport EnvironmentChallenges from the Business Environment addressedProjects of the Business Environment ‘examples’“Intelligent PMO” manages the above challenges
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 | Theofanis Giotis MSc, PhD c., CSAP PMP, PMI-ACP, PMI-PBA, CSM/CSP, MCT, P2P Theofanis Giotis has been managing projects in the EMEA region since 1987. He is a senior project manager, international speaker, instructor, consultant, author, trainer and entrepreneur. He is CEO of ITEC-CONSULTING (12PM Consulting) since 1988, past president of the PMI Greece Chapter (2004-2014) and deputy BoD member of the PMI Greece Chapter (2014-2016). He is teaching project, programme and portfolio management at the postgraduate level at four Universities. | |
Back to History: What it Takes to Setup the First Program Management Office (PMO) in Greece in 1992 to 1996 The setup of the first Program Management Office (PMO) in Greece three (3) decades ago had a lot of challenges and was not an easy task. This presentation will give for first time the insights of that PMO setup in Greece in the period of 1992 to 1996.
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