Summary of "Webinar | VMO 9X: Do Desperdício Invisível à Geração de Valor Real"
Summary of Business-Specific Content from Webinar: VMO 9X: Do Desperdício Invisível à Geração de Valor Real
Presenters
- Miriam Leite – Project Management Expert, Creator of the VMO 9X technique, Mentor, Author, and Volunteer in PM communities.
- Guilherme Moraes – Marketing and Content Strategist at Arte, Webinar Host.
Key Themes & Frameworks
1. Invisible Waste in Project Management
Despite significant investment in time, talent, and budget, 70% of projects fail to deliver expected business value (PMI research). This ongoing, unnoticed loss is termed Invisible Waste, where project efforts do not translate into real business gains.
Root Causes Identified:
- Lack of clear strategic alignment from top-level strategy down to operational execution.
- Absence of true sponsorship by senior management (approvers vs. active sponsors).
- Organizational culture focused on task completion rather than outcome/impact.
- Lack of professionals with business vision and proactive mindset (“value agents”).
2. Continuous Value Cycle
A cyclical model for value creation encompassing:
- Strategy: Clear understanding and ownership of business strategy at all levels.
- Culture: A culture that promotes responsibility, questioning, and alignment with value creation.
- Strategic Execution: Breaking down strategy into operational plans and ensuring execution.
- Evaluation: Ongoing measurement and analysis of results against strategic goals.
- Lessons Learned: Continuous learning loop with active documentation and application of lessons during project execution, not only at the end.
3. VMO 9X Technique – Nine Pillars of Value Creation
Developed by Miriam Leite to address invisible waste and maximize business value from projects.
Nine Pillars:
- Strategic Alignment: Ensuring projects and portfolios align with business strategy.
- Culture of Value: Safe environment encouraging innovation, questioning status quo, and valuing impact.
- Sponsoring Leadership: Active, engaged leadership that removes obstacles, not just approves.
- Value Agents: Proactive professionals with business acumen who drive change and improvement.
- Portfolio Alignment & Prioritization: Courage to say no to misaligned projects; balancing strategy with operational capacity.
- Value Measurement: Use of financial (NPV, ROI, Payback) and operational metrics (customer satisfaction, compliance, sustainability) to measure success.
- Process Improvement: Continuous review and optimization of key processes and value streams.
- Strategic Execution: Discipline in executing plans with regular monitoring, use of OKRs or other frameworks to track progress.
- Value Governance: Establishment of rituals, governance meetings, communication, and discipline to ensure pillars operate effectively.
Using pillars in isolation may improve some areas, but combining all nine maximizes value creation and supports continuous improvement.
4. Value Agents – Key Characteristics
- Mindset and behavior-focused, not linked to formal position.
- Understand the “why” behind tasks and projects.
- Seek positive impact and take ownership of results.
- Exhibit systemic vision: understand how their work fits into the broader business.
- Proactive: continuously look for ways to improve and innovate.
- Deliver quality with attention to detail (“seal of quality”).
- Take responsibility for outcomes, including failures, and apply root cause analysis for learning.
Key Metrics & KPIs Discussed
- Project Success Rate: PMI’s 70% failure to deliver expected value.
- Financial Metrics: NPV, ROI, Payback period linked to project evaluation and profit-sharing.
- Operational Metrics: Customer satisfaction (NPS), compliance metrics, sustainability indicators.
- Trend Analysis: Weekly or biweekly monitoring to identify risks early and adjust course.
- Portfolio Metrics: Alignment with strategic objectives and operational capacity.
- Lessons Learned Tracking: Continuous during project execution, not just at closure.
Actionable Recommendations & Examples
- Strategic Alignment: Elevate conversations beyond tasks to understand and connect with company strategy.
- Culture Change: Foster environments that encourage questioning and value focus; be agents of change.
- Sponsorship: Engage leaders to actively support projects and remove obstacles.
- Portfolio Management: Prioritize projects based on strategic fit and operational capacity; have the courage to say no.
- Measurement: Use a balanced set of financial and operational KPIs; avoid “intangible” projects by linking outcomes to measurable impacts.
- Lessons Learned: Capture learnings continuously during project execution using available tools (software or spreadsheets).
- Governance: Establish regular rituals (meetings, reporting cadence) to maintain discipline and communication.
- Value Agents: Encourage professionals to adopt proactive mindsets and behaviors that drive value.
Case Example: The GPS Conference project managed by Arte marketing team attracted over 8,000 registrants, demonstrating long-term value beyond immediate metrics (e.g., lead generation, brand awareness).
Strategic Insights on Profit-Sharing Linked to Projects
- Profit-sharing plans can be linked to:
- Project implementation milestones (schedule, budget).
- Long-term project results (ROI, business impact), possibly tracked over months or years post-completion.
- Combining project results with area/business indicators can better motivate and reward value delivery.
Distinction Between PMO and VMO
- PMO (Project Management Office): Focuses on project delivery (scope, schedule, budget).
- VMO (Value Management Office): Focuses on ensuring projects deliver measurable business value and ROI.
- Both are complementary; some PMOs are evolving to incorporate value creation focus.
Challenges & Resistance
- Initial resistance often due to mindset change required.
- Difficulty in defining and agreeing on correct success metrics.
- Cultural barriers where teams do not see project outcomes as linked to business results.
- Importance of leadership sponsorship to overcome resistance.
- Need for continuous monitoring and closing the feedback loop on project results.
How to Present VMO 9X to Executives
- Speak the language of financial return and business impact.
- Start small by mapping current problems and linking them to potential returns.
- Use data and scenarios to demonstrate value.
- Assess organizational maturity to tailor the approach.
- Emphasize that technique alone doesn’t solve problems; alignment and conversations are critical.
Tools & Platforms Mentioned
- Artia: Brazilian project management platform supporting portfolio visibility, real-time tracking, resource management, and collaboration with full local support.
- Use of spreadsheets or software tools to track lessons learned continuously.
- OKRs and other strategic execution frameworks recommended for monitoring.
Closing Notes
The webinar encouraged attendees to become value agents—proactive professionals who understand, measure, and drive business value through projects. Emphasis was placed on continuous learning, improvement, and leadership engagement.
Miriam Leite offers mentoring and produces ongoing content on value creation and project management.
End of Summary
Category
Business
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