breakout session overview
Ericsson and LG have formed a Joint Venture in
How to take the advantage of the company situation and the happenings to crate the needed value for the PMO.
Who should be addressed and who you need to gain the support from to promote the idea of the PMO. How you do the power base analysis.
Does it resolve some of the issue the fact that one party of the JV is well Project Management established and the other part is not?
How about cultural aspects, how is the local people coop with the PMO and the new ways of working. How do you change the mindset? How do you do the alignment?
Where do you start from? How do you present the difference between Line Organization and Project Organization to a company that is Line Organization oriented.
Establishing a PMO in a new Joint Venture Company is really challenging and I would like to share this experience.
Yechi Labay is the head of the project office at LG-Ericsson (Ericsson Korea). Over the last several years Yechi has been involved in Strategic Project Management operation in multi-cultural, multi-national and multi-lingual environments, managing executive stakeholders both internally and externally and perceived as a person with strong leadership capabilities and can influence the environment to achieve common goals.
Leading strategic projects from the Pre-sales, sales, delivery and handover of the projects, Yechi has been involved in as a Senior Project/Project Manager. In the last year, Yechi has been involved in a break-in project, where the company tried to break-in into new country, new market and new customer and successfully achieved the goal. Now the company is involved in the delivery of the new project valued US $1B.
Yechi is in charge of building up the PMO organization
now in a Joint Venture Company where there are different philosophies and
organizational cultures.
