Webinars that level-up your PMO

Stijn Janssens and Alexander David discuss why ranking 800 projects did not change commitments, and how PMOs can diagnose resistance, make choices and earn trust.

How much prioritization process do you need before you can create useful change? Dan Dures and Gregor Androjna show how a PMO can diagnose the real problem, expose overloaded and less-visible work, use just enough data and build from a minimum viable process into an ongoing capability.

Ben Chamberlain separates portfolio structural risk from execution failure: misaligned work, duplicate investment and hidden operating spend. Plus a head, heart and heartbreak approach to the executive case.

Bill Dow on why “everything is priority one” overloads shared teams, and how one visible priority order, executive backing and real capacity data help people decide what gets attention and what waits.

Dawn Mahan and Heba Al Shehhi join Stuart Easton to explore the human side of project success: handling difficult sponsors, helping executives decide, building healthy team culture and avoiding the overload that leaves people stretched across too many projects.

Budget cuts, restructuring and AI are changing what leadership needs from the PMO.

Laura Barnard, Rebecca Reynolds, Dr Al Zeitoun, Mickey Nakamura and Stuart Easton explore how PMOs can move beyond reporting, make capacity and trade-offs visible, and help leaders decide what to support or stop.

Americo Pinto explains why strategic alignment is a people problem, not a technical one. The session explores how PMOs help leaders prioritise within finite capacity while the business owns the choice.

Rebecca Reynolds, Mike Hannan and Frederic Casagrande explore why PMO firefighting can start above delivery, and how PMO leaders can get executives to deal with the cause rather than the symptoms.

Jesse Fewell, Gabrielė Bitinė and Michael Hannan explain PMBOK 8’s restored process guidance, broader project definition and why PMOs must move beyond reporting to protect value.

Joe Pusz, James Evans, Anara Asylbekova and David Dunning join host Stuart Easton for 2025 AI stories: hiring managers spotting AI-fed answers, Copilot in an NHS Wales PMO and an AI budget clashing with a freeze on new AI projects.

Dr Al Zeitoun and Kevin Darbelnet explore what happens when separate portfolios compete for the same resources, and why enterprise agility means revisiting priorities and commitments as conditions change.

Rebecca Reynolds asks what a PMO can fix before blaming leadership for stalled strategy. Hear practical questions, how to make "no" business-owned, and revealing client examples.

Dr Tony Prensa joins Stuart Easton to explain how a PMO can build its mandate around business value rather than project administration. They explore how to understand the business, co-create with leadership, distinguish business outcomes from PMO measures, build governance and maturity roadmaps, and evolve the PMO as organisational needs change.

Dr Helio Costa uses the FLEKS Model, VMO Star and a costly integration failure to show how value management extends beyond projects into operations.

Heba Al Shehhi explains how to lead with kindness and authority, adapt through four elements, test whether deadlines really are urgent and recognise each team member's strengths.

Americo Pinto explains why high-impact PMOs cannot follow a standard template. Discover why excellent services can miss customer needs, how stakeholders experience value differently, and the thinking behind PMI's PMO Practice Guide.

Michael Hannan joins Stuart Easton to explain why keeping everyone busy can mean finishing less. Using portfolio traffic-flow examples, they show why reducing concurrent work must be combined with prioritisation and sequencing when scarce capacity cannot support everything at once.

Dr Al Zeitoun and Stuart Easton explore how culture, PMO learning, executive buy-in and enterprise portfolio choices work together in transformation, including why value should come before process and why goals still have to become real resource choices.

Alexander David explains how to win executive support through business value and 90-day improvements. Explore the portfolio-level causes of resource pressures and how to maintain sponsorship.

Eileen Roden challenges whether every PMO practitioner must become strategic. Stuart Taylor tests ChatGPT as a project manager. Lindsay Scott, Fola Alabi and Laura Barnard debate AI, skills and visible business value.

Adrian Morey and Amanda Oakenfull examine the decision rights behind effective portfolio governance: who owns the decision, what can be delegated, how existing investments return for review, and why leadership behaviour can defeat a sound governance structure.

Dawn Mahan uses Projectland’s Lions, Tigers and Snakes to show why sponsors silence bad news, how opponents can become allies and how a PMO earns business credibility.

Steve Jenner asks whether portfolio management is changing outcomes or merely improving the “rain dance”. Explore benefits-led decisions, stronger evidence, staged funding and the discipline to revisit existing commitments.

Edita Kemzūraitė and Joe Pusz join a practical discussion on moving capacity decisions upstream: planning roles, skills, technology and funding before resource assignment, showing what new demand means for existing commitments, and replanning as assumptions change.

Mike Hannan explores the Goldilocks problem in portfolio planning: how much capacity detail is enough to choose and sequence work credibly without maintaining detailed resource-loaded plans. Flow, bottleneck and client examples lead into a TransparentChoice demonstration of that portfolio-level middle ground.

How does a PMO stop looking like overhead? David Dunning and Alexander David connect integrated governance, a case for change and 90-day sprints with a live PMO prioritisation story and Dan Dures’ software illustration.

Renowned PMO guru and founder of PMO Strategies, Laura Barnard, shares insights into her powerful Impact Engine System which accelerates PMO performance and turns PMOs into high performance strategy execution teams. She also gives us a sneak-peak into her upcoming Impact Engine book.

Mike Welch and Laura Barnard explain how the American Planning Association (APA) narrowed 144 strategic items to a few priorities, stopped funding international outreach and built confidence in delivering its commitments.

Louise Gardner and Pedro Balsa explore where a PMO should start, why credible reporting earns influence, how changing roles fuel resistance, and who owns benefits after delivery.

Many PMO leaders focus on either Strategy OR Execution, failing to realize the immense power of integrating both aspects within their PMO. In this enlightening session, renowned industry expert Joe Pusz joins host Stuart Easton to delve into the untapped potential of integrating Strategy AND Execution to take your PMO to new heights.

If your PMO keeps explaining itself, start here. David Dunning uses the BIG CIC's Business Integrated Governance framework to clarify the remit; Dan Dures uses a fair prioritization process to define value, build buy-in and earn the right to say no.

Frederic Casagrande on why fixing delivery can miss the real strategy-execution problem: diagnose the cause, challenge commitments and prepare people for change.

Deborah Yates joins Stuart Easton to explore what changes when a PMO moves from delivering projects to delivering strategic value: making strategy usable at every level, putting real decisions into governance and keeping business outcomes in view.

A practical discussion with Harry Max and Wes Bright on making prioritization a repeatable capability rather than a one-off scoring exercise. Explore strategy alignment, method fit, comparable levels of work and why a ranking still leaves leadership with a choice about what to support and what not to do.

When 44 projects are “Priority One,” nobody has really prioritised. Dr James T. Brown uses NASA votes, disagreements over safety and value-for-money examples to show why leaders must own the trade-offs.

Jackie Hewett and Stuart Easton connect prioritization, governance and portfolio flow through the “bigger eggs, more eggs, fewer broken eggs” framework, showing why better project execution alone cannot fix a weak portfolio.

Welcome to the world of business transformation, where staying ahead in today's dynamic and competitive environment is crucial. Learn how to successfully implement business transformation, and how to avoid the pitfalls, with change management expert Lisa Wheatcroft

Amanda Oakenfull and Ross Garland examine how accountability, escalation, incentives and excess control shape portfolio governance in practice.

A revenue goal above 50 million exposes a 10 million gap. David Dunning joins a discussion of competing projects, fair choices and why accountability requires resources people can actually obtain.

In this session Laura Barnard, CEO of PMO Strategies, explains how PMO's can drive measurable business value quickly. You’ll walk away with the road map you need to position the PMO as the strategic business asset necessary to lead your organization into the future

Must PMOs choose between chaos and bureaucracy? Michael Hannan says no, showing how visible buffer signals, scarce-resource calls and leaders who serve teams can replace heavy oversight.

Michael Hannan explains why starting every approved project at once can slow portfolio flow, using bottlenecks, staggered starts and a three-project example to show how sequencing and prioritization work together.

Mike Hannan links three PMO levers: stagger work around constraints, make fewer lower-level promises, and use consistent value-based selection. A Christmas Carol gives the lesson a seasonal twist.