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IT PMO Tool template_thumbnails template_home it-pmo-tool challenge project solution tracking-utilization going-further testimonial group group2 group22 group222 group2222 group22222 group222222 group2222222 group22222222 group222222222 group2222222222 group22222222222 group222222222222 group2222222222222 group22222222222222 group222222222222222 group2222222222222222 group22222222222222222 group222222222222222222 group2222222222222222222 group22222222222222222222 group222222222222222222222 group2222222222222222222222 group22222222222222222222222 group222222222222222222222222 group2222222222222222222222222 group22222222222222222222222222 group222222222222222222222222222 group2222222222222222222222222222 first-the-project-managerregi which-immediately-goes-into-a then-as-the-project-is-execut as-well-asrisks andmilestones2 which-the-pmo-manager-receives or-as-agraphical-overview-repo and-then-to-allow-them-to-planthe-effort-and-capacity-per-each-vendor-and-project and-based-on-that-information-we-prepareexecutive-reports-with-plan-vs-actual-of-planned-man-days we-are-happy-that-we-had-build-a-great-system-and-our-customers-really-like-both-working-with-us-and-the-final-result-we-have-delivered content_thumbnails video_home the-it-department-of-our-clien the-it-department-had-a-pmo-un and-the-pmo-unit-was-responsib the-pmo-unit-used-to-manage-al but-demand-towards-the-it-incr so-the-it-department-needed-to which-to-buy-or-to-build and-they-did-not-find-any-read the-pmo-team-defined-their-goa so-vivacom-assigned-the-projec to-substitute-that-excel-file the-solution-was-designed-to-b for-this-reason-we-have-built and-to-allow-them-to-doplannin and-based-on-that-information we-are-happy-that-we-had-built pmo-tool-as-easy-to-use-as-excel success-story the-it-department-of-our-client-was-faced-with-a-difficult-choice but-before-we-explore-how-they-made-that-decision--lets-first-give-you-more-information-about-that-it-department the-it-department-had-a-pmo-unit-responsible-to-deliver-it-related-business-projects-coming-from-all-company-departments and-the-pmo-unit-was-responsible-to-prioritize-the-objects--plan-and-manage-them--align-expectations--manage-the-vendors the-pmo-unit-used-to-manage-all-projects-pipeline-in-a-shared-excel-program but-demand-towards-the-it-increased-due-to-larger-it-projects---covering-5-or-more-subcontracts--spanning-6-months-and-over-300-man-days-of-work- so-the-it-department-needed-to-change-their-old-way-into-new-system which-to-buy--or-to-build and-they-did-not-find-any-ready-made-solution-to-fit-theses-needs---so-they-decided-to-go-for-a-tailor-made-one the-pmo-team-defined-their-goals we-want-to-see-all-projects-and-their-statuses-at-a-single-glance we-want-cool-and-fancy-reports-to-show-to-the-management but----- we-dont-want-a-1-year-long-project we-dont-want-to-make-the-work-of-our-pms-more-complicated--they-should-work-with-the-tool-as-easy-as-now-in-excel so-vivacom-assigned-the-project-to-abilitics-to-build-a-system-to-cope-with-those-challenges we-have-built-together-a-new-system to-substitute-that-excel-file and-to-manage-the-project-portfolio-of-that-it-department the-solution-was-designed-to-be-easy-to-use-and-simple---as-it-does-not-aim-to-track-every-single-task-of-every-team-member--but-rather-focus-at-capturing-that-data-needed-to-provide-the-high-level-overview-needed-to-steer-the-project--and-get-rid-of-everything-else-that-is-not-necessary--thus-the-system-we-will-show-is-not-a-unified-end-to-end-timesheet-task-management-and-portfolio-management-system--it-is-a-purpose-build-system-specifically-optimized-for-project-progress-and-status-tracking--the-next-slides-explore-how-the-system-works- the-solution first--the-project-managerregisters-the-project-request which-immediately-goes-into-a-project-register-directory then--as-the-project-is-executed-the-project-manager-weekly-reports-the-project-status as-well-as-risks andmilestones which-the-pmo-manager-receives-as-a-overview-reports-per-projects or-as-agraphical-overview-reportsfor-management-real-time-insight-of-the-projects-pipeline project-pipeline-with-committed-go-live-date-to-the-business project-count-by-priority-and-different-internal-strategic-programs nonetheless--the-it-department-wanted-to-go-a-step-furhter-and-track-time-allocated-to-each-vendor for-this-reason--we-have-built-an-extra-module-to-allow-the-project-manager-to-track-high-level-tasks-per-vendor-and-per-projects and-to-allow-them-to-doplanning-i-e--to-the-effort-and-capacity-per-each-vendor-and-project so-when-capacity-for-a-vendor-is-in-the-red-for-a-certain-month--reprioritization-needs-to-be-done and-based-on-that-information--we-prepareexecutive-reports-with-plan-vs--actual-of-planned-man-days as-a-conclusion--what-the-client-says-about-the-project we-are-happy-that-we-had-built-a-great-system-and-our-customers-really-like-both-working-with-us-and-the-final-result-we-have-delivered