With tributes to Adair. This is the PMO view of the world in terms of process, tools and people.If you focus solely on the process then you lose sight of the people, and you lack the tools to support thisIf you focus on the tools then the process needs to adapt to fit the tool and the people suffer from the mismatchIf you focus on the people then they can help you adopt and adapt the processes and the tools to fit.After all it is the people that operate the tools and follow the process. Without the people aspect you cannot do the other things.
Some quotes around success and peopleOther quotes from Eleanor Roosevelt include: Great minds discuss ideas; Average minds discuss events; Small minds discuss people.And No one can make you feel inferior without your consent.
Although there are lots of items on this list, actually this really boils down to 2 ways that you can find people. Either you actively go out and search for them i.e. Recruitment, adverts or you rely on the networks of individuals that you have built up to attract people in. Excellence promotes excellenceBut above all perhaps what you need is for this to be a great place to work. Working with great and inspiring people can be fun
What are we looking for when we look to develop people.Knowledge – is it important that we look to develop people based on what they know now, or their ability to learnEducation – is it important they a person has a set of qualification, is that really needed for the job?Skills – Is it important that they know about the tools or processes?Experience – Is having worked in a particular organisation type, or with certain parts of the organisation important?Behaviours – As the PMO person will be dealing with people is the way that they approach things the important factorAptitude – This may be a specific behaviour, but is the person interested in moving forward in their career and developing the necessary moves to the next level?
Career ladder gives people something to aim forBenchmarking of our people against others using something like the APM Competency Framework. We need to find some role models within our company, or perhaps externally via Linked-In?Networking and seeing how others do things to we can learn from examples. Coming to conferences like this will help as wellProviding feedback, both positive to re-enforce behaviour and negative to prevent people doing something wrong againGiving recognition for a job well doneWhen developing people you have to be wary about the different learning styles – more on the next slide
Honey and Munford learning stylesActivists - are those people who learn by doing. Activists need to get their hands dirty, to dive in with both feet first. Have an open-minded approach to learning, involving themselves fully and without bias in new experiences.Theorists - These learners like to understand the theory behind the actions. They need models, concepts and facts in order to engage in the learning process. Prefer to analyse and synthesise, drawing new information into a systematic and logical 'theory'.Pragmatists - These people need to be able to see how to put the learning into practice in the real world. Abstract concepts and games are of limited use unless they can see a way to put the ideas into action in their lives. Experimenters, trying out new ideas, theories and techniques to see if they work.Reflector - These people learn by observing and thinking about what happened. They may avoid leaping in and prefer to watch from the sidelines. Prefer to stand back and view experiences from a number of different perspectives, collecting data and taking the time to work towards an appropriate conclusion.
Use this slide to discuss what are the influences which stop or help the people in our PMOs improving?Is it the Type of PMO i.e. the difference between Project, Programme or PortfolioDoes it matter on the seniority of the people in the PMO if they are administrators do they need to get better at what they are doing or look to move up to the next levelDoes the maturity of the PMO and the organisation have any bearing on the development of the people? Can the PMO be more or less mature than the organization it works withinDoes the sector of organization, Public, Private or charity have any impact on the types of people you get within the PMO and their willingness to performDoes the flexibility of the organisation to provide opportunities to learn and grow have an impact on PMO people development?Does the size of the PMO have a bearing on the PMO development opportunities? Are you going to say that we have a PMO of One so therefore we can’t develop? You may not be able to recruit, but that should not have an impact on the development opportunities.
Closing slideWhatever way you look at it the people are the key asset of any PMO. Process and tools are important, but really they come a second & third to peopleThis is what we will discuss for the rest of the day
1. PMO AssetsPeople are number 1
2. A PMO view of the world?ToolsProcessPeople
3. Aspects of successful people “A world in which all projects succeed”– APM 2020 vision “Success is stumbling from failure to failure with no loss ofenthusiasm.”― Winston S. Churchill “Successful people ask better questions, and as a result, they getbetter answers. “Tony Robbins “Its hard to beat a person who never gives up.”― Babe Ruth “It’s hard to keep a good man down” “Dont spend time beating on a wall, hoping to transform it into adoor. ”― Coco Chanel “Do one thing every day that scares you.”― Eleanor Roosevelt
4. How do we find good people? Recruitment Job adverts Talent spotting Career development Feedback from others Personal networks Be a great place to work
5. What do we value in people? Knowledge Education Skills Experience Behaviours Aptitude
6. How do we develop our people? Career ladders Benchmarking Role models Networking Feedback Recognition
7. Development stylesActivist TheoristPragmatist Reflector