FuturePMO 2017 - Mike Webb, Leidos - Change Managing a PMO
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Sep. 18, 2017•0 likes•325 views
FuturePMO 2017 - Mike Webb, Leidos - Change Managing a PMO
Sep. 18, 2017•0 likes•325 views
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It is all too easy to establish a governance process, develop templates and tools for PPM and implement a training regime. So why then do 50% of PMOs fail within 3 years of start-up? Mike Webb talks through his experiences of establishing PMOs and the part that change management has played in building a capability embedded within the psyche of the organisation. How through treating the establishment of a PMO as a change programme in its own right can ensure enduring success for the capability.
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FuturePMO 2017 - Mike Webb, Leidos - Change Managing a PMO
- 1. Change Managing a PMO Future PMO Conference Mike Webb – Head of PMO Leidos Europe*
- 2. 2 What does successful mean? − Benefits realised? − TCQ? − Risks avoided? − Engagement in the business? − Shiny processes? − Awards? ©2016 LEIDOS. ALL RIGHTS RESERVED. Building a successful PMO You shall not be remembered for the projects you delivered but for how easy it was to engage with you Transport Industry MD
- 3. 3 A compelling reason ‘why’? − Why is the PMO needed? − Why should the business engage? − Why add to the overhead? − What’s in it for me? ©2016 LEIDOS. ALL RIGHTS RESERVED. Awareness – PMO Who? Why should I give you accountability over an area in my business? Justice Industry MD
- 4. 4 Be easy to engage with and celebrating successes (not self aggrandising!) Choosing your target (not everyone at once) The PMO does not directly deliver value… the operation does The best PMO manager has a relationship management focus ©2016 LEIDOS. ALL RIGHTS RESERVED. If the operation does not benefit from interacting with the PMO it won’t Desire Fill out this form… I need help!
- 5. 5 Process alone is a torrid thing − People first – most companies are people companies! − Process second! − Technology third! What training does your organisation need to: − Deliver projects and change − Work with a PMO − Understand your role − SRO training ©2016 LEIDOS. ALL RIGHTS RESERVED. Knowledge Misinformed Mistakes Mastery Smart Actions Uninformed Paralysis Doubt Hesitation Confidence Knowledge
- 6. 6 Coaching Mentoring − Assign relationships by need Junior Talent High performing teams Informing decision making Easily accessible tools that suit the majority, not the minority ©2016 LEIDOS. ALL RIGHTS RESERVED. Ability – let’s do this!
- 7. 7 Institutionalising the PMO Velvet gloved iron fist Deliver on your promises! Don’t boil the ocean! Collective accountability for improvement Bridge the gap to the business Now you can add process, forms and more rigour. Pain is more easily borne by the happy man ©2016 LEIDOS. ALL RIGHTS RESERVED. Reinforcement – When are you successful? Innovators Early Adopters Early Majority Cynical Majority Laggards 2.5% 13.5% 34% 16%34% Sponsor Support Reinforce Engage Communicate Hypothesis: Institutionalisation occurs when a given % of the cynical majority are engaged with change management.
- 8. 8 Overly bureaucratic Lack of clarity Ivory tower Pure process focus ©2016 LEIDOS. ALL RIGHTS RESERVED. Summary People led Collaborative approach Eliminate politics Flexible rigidity
- 9. Mike Webb Head of PMO | Leidos Europe Ltd Michael.webb@leidos.com
Editor's Notes
- Mike Webb Head of PMO Serco Defence PMO & Projects Director Serco Central Government (Defence, Transport & Justice) Head of Corporate Change AWE Head of PMO Leidos Europe You may disagree with me – that is fine, it does not make me wrong any more than my views make you wrong!
- This workshop is in the context of introducing a PMO where there has never been one or they have failed in the past. Shamelessly use the ADKAR process
- The only person that can deliver this message is the highest authority in the business
- Can be most difficult, driven by line managers and champions Embrace early adopters IF there is no desire that will be no success.