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FuturePMO 2017 - Mike Webb, Leidos - Change Managing a PMO

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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. 1. Change Managing a PMO Future PMO Conference Mike Webb – Head of PMO Leidos Europe*
  2. 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. 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. 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. 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. 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. 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. 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. 9. Mike Webb Head of PMO | Leidos Europe Ltd Michael.webb@leidos.com

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