Nashville’s Project management Institute’s Project Management Office,

Local Interest Group

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Beginning at 5:30 PM ◦Introduce the Panel◦Pre-asked questions Introduction to a Question Panel Explanation of Experiences Audience Questions

◦Brief Summary and/or Lesson Learned Ending at 6:30 PM

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Hosts ◦ Craig A. Stevens, www.WestbrookStevens.com◦ Thene Sheehy, Consultant

Speakers◦ Tony Avans (AT&T Worldwide PMO)◦ Cheryl Warner (Deloitte ITS PMO)◦ Loren Hall (Tractor Supply) ◦ Jay Ress (The Outset Consulting Group)

Craig will Introduce Each Section as Moderator

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Jay Ress, PMP is the Managing Partner of The Outset Consulting Group (www.outsetconsulting.com), a Nashville-based project management consulting firm founded in 1991. Prior to entering the consulting world Jay held management positions with TRW, Siemens, and The Norton Company. Jay recently authored a white paper, “Building the Value Driven PMO” that lays out a high level strategic and tactical approach to improve project governance. He has a Master’s Degree in International Relations, is a past Fulbright-Hays scholar, and is a well-known advocate of PMI practices.

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Cheryl Warner serves as the Director of the ITS Program Management Office (PMO) for Deloitte Services, LP.  There are currently 54 employees working in the PMO and the number of active projects range from 180 to 200.  Prior to joining Deloitte Services, LP, Cheryl worked at IBM Corporation, American Airlines, and Alliance Data where she held several IT positions including Project Manager, Manager of Applications Development, Director of Infrastructure, Director of Audits and Compliance.  Cheryl holds a BA and a MBA in Business Computer Information Systems. 

Cheryl K. Warner,Recording Artist From

The Web

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Loren Hall has worked in Operations,  Marketing, Planning and Product Management roles in the computer, music, health and retail industries before he succumbed to the reality of being the “guy who got things done” and figured out he was destined to be a  Project Manager. While working in product, business and software development roles, he learned his Project Management skills and now is developing a PMO for Tractor Supply.

Self Portrait of Loren Hall the

Artist, From the Web

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Tony Avans serves as a Project Director in the AT&T Worldwide Project Management Office. There are currently over 500 employees working in the PMO and the number of active projects range from 1000 to 1200.  Tony’s responsibilities are for projects throughout the Southeast with primary focus on Tennessee, Florida, and Mississippi.   Prior to joining BellSouth in 1987 which became AT&T at the end of 2006, Tony worked at Northern Telecom, Centel Business Systems, and served 12 years in the United States Air Force.   Tony has 37 years of Telecommunications experience with all roles in management and project management.

Email: ta3626@att.com

Tony EvansThe Christian

Evangelist, From the Web

(2 ) P e o p le

(1 a ) E X T E R N A L E N V I R O N M E N T , I n te r n a t io n a l

(1 b ) E X T E R N A L E N V I R O N M E N T , D o m e s t ic

(4 ) I N T E R N A L E N V I R O N M E N T

(4 ) I N T E R N A L E N V I R O N M E N T

(5 ) S Y S T E M S(5 ) S Y S T E M S

(2) People

(1a) EXTERNAL ENVIRONMENT, International

(1b) EXTERNAL ENVIRONMENT, Domestic

(4) INTERNAL ENVIRONMENT

(3) ORGANIZATIONAL STRUCTURE

(5) SYSTEMS

The Drivers of Change Model

http://www.westbrookstevens.com/step_3.htm

(3) ORGANIZATIONAL STRUCTURE

(2) People

(1a) EXTERNAL ENVIRONMENT, International

(1b) EXTERNAL ENVIRONMENT,

Domestic

(4) INTERNAL ENVIRONMENT

(5) SYSTEMS

Inp

uts

The Organization as a SystemAnd the Drivers of Change Model

PMO

http://www.westbrookstevens.com/step_3.htm

Change Bounces Around Our Organizations Like a Metal Ball in a Pinball Machine

Q1: External & Internal Environment Q2: PeopleQ3: Organizational StructureQ4: SystemsQ5: Summary and Lessons Learned

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1. Why create a PMO?

2. How is the company culture affected?

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1. Who is (or should) be involved?

2. What roles are affected?

3. What are hiring considerations?

EXHIBIT 2.2

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What are some organizational issues?

1. How does a PMO fit into the process?

2. What systems should be developed or in place to support it?

 

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What final words of wisdom or advice would you like to leave with our audience?

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A quick round-robin approach with quick ending points that everyone in the room can participate in.