This document discusses 3 critical steps for organizations to take when developing a Project Management Office (PMO):
1. Teach project management principles, methods, and practices to all professionals to merge "the business" with "the project."
2. Build a project management structure and enable connections to integrate the organization. This includes using tools like a project portfolio to identify overlaps and gaps.
3. Be introspective by asking questions about the current state like execution practices, accountability, team formation, and project management maturity. Understanding these areas is important for positioning the organization for a PMO.
The document emphasizes that a PMO alone does not define project management - the organization's culture and practices must support it
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
FROM PMO TO STRATEGIC PMO - AN INDIRECT APPROACHPhilippe Husser
Managing effectively a portfolio of strategic initiatives is a key success factor. However too often we, PMO, are considered as paper tigers. Truth to be told, too often we, PMO, also lack the required skills.
However, there is an approach which allows PMO to acquire skills and demonstrate benefits. This is the indirect approach. The indirect approach is the only one working in large complex organizations.
This presentation focuses on three points:
• First we will explore three key domains of knowledge I explored myself with great benefits
• Second we will share seven snapshots of what I experienced in terms of indirect approach as a PMO at Michelin
• Third I will share with you three takeaways for PMOs to learn and apply
The three domains to explore are:
• Complexity, and a few key characteristics of complex adaptive systems
• Indirectness, and two samples of direct and indirect approaches
• Strategy, and differences in two key schools of strategic thought
The indirect approach will then be walked-through seven real life snapshots:
• Program Cause and Approach
• Local Relays
• First Benefits
• Single Version of Truth
• Tipping Point
• Strategic Gap
• Strategic Initiatives
From this journey, we will share three key takeways to learn and apply by PMO:
• First, learn and apply Complex Adaptive Systems and Chaos Theory
• Second, learn and apply Dual-Mode Strategies
• Third, learn and apply Human Dynamics and how to develop an Appealing WIIFM Cause and an Alliance you Lead from Behind
Closing the Gap Between Project Management and Governance
In today’s increasingly competitive marketplace, budgets are tight and resources are limited. Consequently, making decisions about which projects to pursue is vital in supporting an organization’s growth, vision, and value. For this dilemma, there is a powerful cost containment and risk mitigation strategy—a combination of IT governance and portfolio management. This approach is highly relevant for budget issues state agencies and departments currently face. With the proliferation of technology at greater and greater speed, the options that could bring potential benefit are seemingly endless. Gone are the days when a great technological idea was an end in itself. Technology has truly become an enabler across all sizes and types of organizations. The challenge now is to understand which business goals can be enabled by a technology and choose the best projects to accomplish those goals. The best way to ensure and demonstrate value to the organization is to know how these projects are supporting the organization financially and operationally. Implementing sound project management practices along with a governance framework can enable this kind of visibility and control.
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
Only in fairytales are emperors told they are naked3gamma
Many organisations don’t do effective project governance. Often, conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care if you think that you’re going to deliver late with less functionality. That’s not going to happen. You will be on time, and it will work. Now stop wasting time in my office and go make it happen.”
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Peter Pfeiffer
Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.
The 5 Team Leadership Principles for Project SuccessDr. Thomas Juli
We all need and thrive for successful projects. But what does it take to get there? There is no doubt that good project management is a critical success factor. But is it really sufficient? The author doesn’t think so. He claims that effective project management needs to have a solid foundation in project leadership AND team work. It takes a performing team to run a project successfully and it takes effective leadership to empower the team to do so. This is why team building is a decisive factor for project success.
Based on his experience, having managed projects of all sizes, from a few to 24,000 person days effort, in various industries, Thomas Juli identifies the five team leadership principles that build a foundation for effective team building. They include building a common project vision, nurturing team collaboration, cultivating team performance, promoting team learning and ensuring team delivery. These five principles encompass the core of effective leadership in a team. The lecture will present these five principles of effective project leadership and show how they can help build and manage a performing and winning team.
Visit www.thomasjuli.wordpress.com for additional information.
Rather than struggling with problems reactively, find out the ways on how to survive remote teams, deadlines and inadequate communication with ease. Get the complete guide here https://www.orangescrum.com/
Client needed to provide a more standardized project schedule framework, centralized control and enhanced visibility, standardization and reliability of its 14,000 active construction project. This presentation is a case study of the solution to address this need.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
The real question is why is managing projects so hard? The Project Management processes are well defined, well documented, mature, and available to anyone anywhere. But we still seem to think, or at least make the claim that “managing projects” requires some type of special skill, requiring processes not found in these standard approaches.
Only in fairytales are emperors told they are naked3gamma
Many organisations don’t do effective project governance. Often, conversations like this are heard up and down the corridors of our businesses: “I don’t care what the report says. I don’t care if you think that you’re going to deliver late with less functionality. That’s not going to happen. You will be on time, and it will work. Now stop wasting time in my office and go make it happen.”
Presentation peter pfeiffer@pan-african-pmc_2017_24_05Peter Pfeiffer
Points to the lack of meso management, that connects the strategic macro level with the micro management of interventions. Explains how the New Logical Framework can help to bridge the gap.
The 5 Team Leadership Principles for Project SuccessDr. Thomas Juli
We all need and thrive for successful projects. But what does it take to get there? There is no doubt that good project management is a critical success factor. But is it really sufficient? The author doesn’t think so. He claims that effective project management needs to have a solid foundation in project leadership AND team work. It takes a performing team to run a project successfully and it takes effective leadership to empower the team to do so. This is why team building is a decisive factor for project success.
Based on his experience, having managed projects of all sizes, from a few to 24,000 person days effort, in various industries, Thomas Juli identifies the five team leadership principles that build a foundation for effective team building. They include building a common project vision, nurturing team collaboration, cultivating team performance, promoting team learning and ensuring team delivery. These five principles encompass the core of effective leadership in a team. The lecture will present these five principles of effective project leadership and show how they can help build and manage a performing and winning team.
Visit www.thomasjuli.wordpress.com for additional information.
Rather than struggling with problems reactively, find out the ways on how to survive remote teams, deadlines and inadequate communication with ease. Get the complete guide here https://www.orangescrum.com/
Client needed to provide a more standardized project schedule framework, centralized control and enhanced visibility, standardization and reliability of its 14,000 active construction project. This presentation is a case study of the solution to address this need.
Presentation pmi - october 26 - 2017 - naji bejjaniPMILebanonChapter
Talking Points & Agenda:
* Reminder of what EQ is – The 5 dimensions
* How to use EQ in project engagements
* EQ impact and effects on project execution
* Consequence of leveraging EQ on project results
Learning Objectives:
Project management is too often focused on the hard skills of executing a project.by the end of the session participants will understand how, by using EQ, the “soft side” of the project can direct boost its “hard” results.
About the Speaker: Dr. Naji Bejanni
Dr. Bejanni has done his Doctoral studies in Econometrics at La Sorbonne, with a Double “maitrise” in Econometrics and in International Relations from Université Dauphine in Paris, and a double M.B.A. from I.E.S.E., Barcelona, and from HARVARD External program.
He taught 6,000 students for 23 years in important Lebanese universities in senior courses, MBAs, and Doctoral programs.
He is an international management consultant, coach and trainer, and a key note speaker in leading conferences in Lebanon and 22 countries across 4 continents.
Was a regular columnist in many magazines (E.g: “Le Commerce du Levant”, “Masculin”, Al Iktissad wal Aamal”), being on the cover story of 2 of them.
Over more than 2 decades, he has provided 60 consulting assignments and trained more than 50,000 people from thousands of companies.
Has been the Private coach of businessmen, politicians, and opinion leaders often on Leadership and public speaking.
He has been also coaching entrepreneurs since 1999 first in universities, then also in BERYTECH since 2002. He was a jury member in the MIT Arab Business Plan Competition and in BERYTEC and guest in many talk shows on Lebanese TV.
Dr. Bejanni has been a keynote speaker in several conferences in the region speaking to medical doctors and government officials in the « Kuwait Health Reform » conference; the international congress for businesses in Bahrain: “Benchmarking for Excellence”, about: “Balance Scorecard” and “Six Sigma”; “Enhancing Productivity” in the 4th GCC International Congress on Productivity in Bahrain; TEDx speaker on Emotional Intelligence in NDU (on Youtube); More recently a panelist in a Digital Transformation Congress in AUB, talking about the effect of Digital Transformation on Education
3 Critical Steps to Project Management Office (PMO) DevelopmentGravesSE
Implementers know that before you make final decisions, you examine the current state and optimize it whenever possible before overlaying new process or new technology. Launching a PMO is no different. This presentation covers three important steps to position and balance your organization during PMO implementation.
As companies grow, they need to organize and manage an increasingly wide array of special projects. Over time, they have accomplished this by setting up Project Management Offices (PMOs) and charging them with making sure projects are successful in driving improvements and implementing change within the organization. Today, PMOs are commonplace at all levels of the enterprise. But, as the pace of change continues to accelerate, some struggle to keep up.
- See more at: http://isg-one.com/related-case-studies-detail/how-does-the-project-management-office-keep-up#sthash.QI8rkXSV.dpuf
Andriy Tatchyn: Структура компанії та місце ПМО в ній (UA)Lviv Startup Club
Andriy Tatchyn: Структура компанії та місце ПМО в ній (UA)
Ukraine Online PMO Day 2022 Autumn
Website - https://pmday.org/pmo
Youtube - https://www.youtube.com/startuplviv
FB - https://www.facebook.com/pmdayconference
Emerging trends in project management - 1) Increased Emphasis on Project Management Soft Skills - I've certainly noticed this in recruiting for Project Managers over the last few years.
1.Why is RTI an important tool for teachers2.How is R.docxdurantheseldine
1.Why is RTI an important tool for teachers?
2.How is RTI related to special teachers?
3.What are the benefits of RTI ?
4.Does the school provide a written intervention plan?
The Center on RTI
Links to an external site. is a national leader in supporting the successful implementation and scale-up of RTI and its components.
This is the
chapter to readDownload chapter to read
Reference: Salvia, J., Ysseldyke, J. E., & Witmer, S. (2017). Assessment in special and inclusive education, (13th ed.). Boston, MA: Cengage Learning.
Reference: Brown, J., Skow, K., & the IRIS Center. (2009). RTI: Progress monitoring. Retrieved from
http://iris.peabody.vanderbilt.edu/wp-content/uploads/pdf_case_studies/ics_rtipm.pdf
Read
RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).Download RTI Progress Monitoring (Brown, Skow, & IRIS Center, 2009).
The RTI Action Network
Links to an external site. is dedicated to the effective implementation of Response to Intervention (RTI) in school districts nationwide. Our goal is to guide educators and families in the large-scale implementation of RTI so that each child has access to quality instruction and that struggling students – including those with learning and attention issues – are identified early and receive the necessary supports to be successful.
The PROJECT PERFECT White Paper Collection
02/04/09 www.projectperfect.com.au Page 1 of 7
Project Management Office
External Affairs Strategy
Eric Tse
Abstract
This paper discusses the external affairs of Project Management Offices instead of
focusing on the internals. The article was initiated by the “AtekPC Project
Management Office” [1], Most of the obstacles to establishing a PMO are beyond the
CIO and PMO Manager’s control. There are external factors within the enterprise
that will hinder progress of a PMO implementation.
We are going to take a PMO as a black box, and focus on how the PMO/Program
Manager can manage external relations from diplomatic, marketing, public relations,
international relations, corporate culture and political perspectives. This involves
cooperation between the PMO and other entities in or outside the enterprise, to
facilitate a successfully organizational integration.
Introduction
By reading the case studies in the “AtekPC Project Management Office” [1], we see a
lot of headaches for the CIO when implementation a PMO in the enterprise.
Regardless of the technical challenges during the implementation, the core of the
problems seems to be that the PMO is lacking organization support, from the top to
the bottom. There is not enough executive stakeholder support; there is no visibility
of the program; there is a conflict of interests within departments; people are reluctant
to change the ways they have been doing things. This paper is going to provide some
high level suggestions to i.
C H A P T E R 3Organizational Capability Structure,Cultur.docxclairbycraft
C H A P T E R 3
Organizational Capability: Structure,
Culture, and Roles
Over the last 15 years, my company (Atos Origin) has been through three
significant mergers/acquisitions and has seen good growth. As new lines
of businesses and employees have been added, we have become truly a
global company, where people from many countries where our businesses
operate come together to present the best solution to our clients. An
excellent example is the work we do for the Olympics games (Atos Origin
has been the worldwide IT partner for the Olympics for several years).
The overall project life cycle for most of the projects in the company
follows the typical IT project management approach. What has evolved over
time is the use of employees from different regions of the world to service a
client need. For instance, we have onsite operations for a client in the United
States and in Europe. The development and testing work is done offshore in
India. The onsite team members are primarily the program manager, project
managers (who deal with the client), business analysts, and technical
Jo
n
Fe
in
ge
rs
h/
Ic
on
ic
a/
G
et
ty
Im
ag
es
C H A P T E R
O B J E C T I V E S
After completing this
chapter, you should be
able to:
• Compare and contrast
the advantages and
disadvantages of the
functional, project,
strong matrix, balanced
matrix, and weak matrix
methods of organization;
describe how each
operates and when to
use each.
• Describe organizational
culture elements that are
helpful in planning and
managing projects and
describe how to
overcome organizational
culture elements that
hinder project success.
• Describe different
project life cycle models
and tell when each is
appropriate.
• Describe the duties,
motivations, and
challenges of each of the
executive, managerial,
and team roles in
projects and list
important attributes for
selecting each.
52
architects. The offshore team members include designers, developers, and
testers. There are also project managers who lead the team in India and
interact with their onsite counterpart on a regular basis.
The entire operation is managed through a program management office
(PMO) that is responsible for identifying, prioritizing, and ensuring delivery
of all the projects. It is a matrix structure where the team members report
into the PMO as well as their functional heads in their countries. The PMO
has its own culture of hard work, striving toward goals in a step-by-step
manner, and promoting team spirit. It fits right into our overall organization
culture of getting things done for the client, promoting innovation and
conviviality, and never compromising on ethical behavior.
I have observed that adaptability and empathy are helpful strengths for
project managers in this environment. Adaptability because the different
locations bring with them a set of challenges, including the ability to hold
the global team together. Empathy is extremely useful as well. Although
the project manager may not agree.
The complete guide to project management for startupsSameerShaik43
Starting a business is building the future. Yes! Because you are trying to create something that is not existing. Unknown to most startups, such is often characterized by many different tasks. These tasks include building new products, marketing, dealing with both old and new clients, administrative duties, etc.
https://www.tycoonstory.com/resource/the-complete-guide-to-project-management-for-startups/
Public Speaking Tips to Help You Be A Strong Leader.pdfPinta Partners
In the realm of effective leadership, a multitude of skills come into play, but one stands out as both crucial and challenging: public speaking.
Public speaking transcends mere eloquence; it serves as the medium through which leaders articulate their vision, inspire action, and foster engagement. For leaders, refining public speaking skills is essential, elevating their ability to influence, persuade, and lead with resolute conviction. Here are some key tips to consider: https://joellandau.com/the-public-speaking-tips-to-help-you-be-a-stronger-leader/
Integrity in leadership builds trust by ensuring consistency between words an...Ram V Chary
Integrity in leadership builds trust by ensuring consistency between words and actions, making leaders reliable and credible. It also ensures ethical decision-making, which fosters a positive organizational culture and promotes long-term success. #RamVChary
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Enriching engagement with ethical review processesstrikingabalance
New ethics review processes at the University of Bath. Presented at the 8th World Conference on Research Integrity by Filipa Vance, Head of Research Governance and Compliance at the University of Bath. June 2024, Athens
Comparing Stability and Sustainability in Agile SystemsRob Healy
Copy of the presentation given at XP2024 based on a research paper.
In this paper we explain wat overwork is and the physical and mental health risks associated with it.
We then explore how overwork relates to system stability and inventory.
Finally there is a call to action for Team Leads / Scrum Masters / Managers to measure and monitor excess work for individual teams.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Specific ServPoints should be tailored for restaurants in all food service segments. Your ServPoints should be the centerpiece of brand delivery training (guest service) and align with your brand position and marketing initiatives, especially in high-labor-cost conditions.
408-784-7371
Foodservice Consulting + Design
Employment PracticesRegulation and Multinational CorporationsRoopaTemkar
Employment PracticesRegulation and Multinational Corporations
Strategic decision making within MNCs constrained or determined by the implementation of laws and codes of practice and by pressure from political actors. Managers in MNCs have to make choices that are shaped by gvmt. intervention and the local economy.
3 Critical Steps to Project Management Office (PMO) Development
1. BeyondPMO
Project Management Office Consulting
3 Critical Steps to
Position & Balance your
Organization
when developing project management
offices (PMO)
ABSTRACT
A PMO or even an Enterprise PMO (EPMO) doesn’t
empower an organization to deliver on strategic
initiatives. It is the other way around. The
organization and its culture enables the PMO to get
stuff done. Implementers know that before you make
final decisions, you examine the current state and
optimize it whenever possible before overlaying new
process or new technology. Launching a PMO is no
different. This article covers three important steps to
position and balance your organization during PMO
implementation lest your organization go by way of
the common question, “Why is my PMO not
performing?”
Susan Graves
July 1, 2015
2. 1 | P a g e
3 Critical Steps to Position & Balance your Organization
When developing project management offices (PMO)
A PMO or even an Enterprise PMO (EPMO) doesn’t empower an organization to deliver on strategic initiatives. It is
the other way around. The organization and its culture enables the PMO to get stuff done. The term “Project
Management” isn’t a new concept, but it isn’t necessarily understood either. It’s a construct woven into the complex
fabric of organizational growth. Its definition and how it is implemented evolves with, and melds uniquely into the
organization that embraces it. A PMO is a collection of resources that are skilled in industry best practices and
methodologies for implementation. They are especially helpful when directives from leadership form initiatives that are
complex and cross multiple lines of business. But PMOs don’t define the Project Management solution.
As a 15-year veteran of managing PMOs, teams, and programs I’m excited that more companies are embracing change
around execution. Project Management is a challenging discipline and PMOs are hugely rewarding when they
demonstrate benefit. But I’d be remiss if I didn’t point out that in the sometimes daunting effort to improve
performance, launching a PMO is a high rung on a tall ladder. Launching the PMO too soon gives a false sense of mission
accomplished.
Implementers know that before you make final decisions, you examine the current state and optimize it whenever
possible before overlaying new process or new technology. Launching a PMO is no different. Its precursors are rooted
in close examination of leadership strengths and knowledge as well as cultural fit. This article covers three important
steps to position and balance your organization during PMO implementation lest your organization go by way of the
common question, “Why is my PMO not performing?”
They are:
Teach principles, methods, and practices. Merge “The Business” with “The Project.”
Build structure and enable proactive and reactive connections to merge the individual parts of an organization
into a cohesive whole.
Be introspective; ask and answer important questions as you contemplate a PMO.
1. Teach principles, methods, and practices
Most departments are clearly understood. There is no question about Payroll, Finance, Human Resources, or
Operations. If you ask a colleague in most companies across industries a question about benefits or the process to
change them, the vast majority will tell you to contact Human Resources. Almost anyone in Human Resources can direct
you to the documented policies that self-serve the answer to the question. Or, if you want to know what your company
earned last quarter, you go to Finance. American business embraced these concepts long ago in the normal course of
operation.
Departments like Human Resources are well understood because of their specific purpose. They operate somewhat
autonomously. Finance doesn’t need to be efficient for Human Resources to do its job and vice versa. Human
Resources and Finance personnel are not generally scattered in an organization without a tight link back to their highest-
level executives. They are generally hierarchical and report all the way to the organization’s C-level. They have
directors, managers, and supervisors that span the organization with a company-wide understanding of their respective
duties. This rings true for most departments in a hierarchical environment.
Why is Project Management different?
3. 2 | P a g e
Project Management is unique because it is often unstructured, not understood, and almost never autonomous. Project
Management is that “thing” that allows companies to get stuff done. In large organizations, project managers may be
abundant, but scattered. They may or may not belong to a PMO, and if they do, their PMO may not be connected to any
other PMO. Project Management persists in many organizations as a disconnected, undefined concept. In small
organizations, project managers (let alone project management structure) may not exist at all.
In companies where project management is immature, project managers become synonymous with Project
Management. Project managers are no more the definition of Project management than an accountant is the definition
of Finance. A common approach to Project Management in an organization that is maturing in its PM evolution is to hire
project managers. There, done. The unfortunate consequence of this approach can be confusion, pushback from
stakeholders, and ultimately rejection.
Also, the project/program manager role is realized differently depending on the area under which these professionals
report even if the company has a standard description. In an EPMO for example, a project manager may be managing
multiple initiatives with budgets in the millions. In Operations far removed, project managers may be working on
smaller projects that span only one or two areas. Their levels within the job category may the same as far as Human
Resources is concerned, but the two roles are very different.
Another factor that adds confusion about the role and the concept is the actual role project managers play vs. the one
implied by their title. For example, where project managers are not operational leaders, their role as a decision-maker is
substantially reduced. Project managers under this circumstance may actually be coordinators. The more project
managers (however defined) are leveraged across multiple disciplines, the harder it is to standardize the role even
though the title stays the same. It becomes an over-used title issued in the absence of a better one.
Further, leaders in Operations may not understand the purpose of project management, because the concept has never
been socialized or taught. Where project managers exist outside the operational environment (in a PMO for example),
leaders and those that report to them refer to themselves as “the business.” Operational departments create distance
from project managers by making reference to “the project” as if the project manager had access to multiple resources
and was operating autonomously as an implementer of independent undertakings inserted as a disruptive force. There
is no difference between “the project” and “the business.” All strategic projects are (or should be) executed BY various
business disciplines, not IN SPITE of them. “The business” vs. “the project” notions need to merge together.
Another reason for the difference is that methodology and bureaucracy in large organizations can be complex,
inconsistent, or unclear. The size of a company, its funding processes, the criteria it uses to make decisions, its IT
processes, and other bureaucratic details sometimes create conflicts that lead to timing issues. Timing issues lead to
quality issues. Quality issues lead to execution failure and bottom line impact regardless of the good intentions of a
PMO.
Also, leaders and managers may have little transparency into strategic methodology. It’s difficult under those
circumstances to take the lead as the navigator when that business leader has other irons in the fire. If a director has an
idea, there is no clear mechanism or path to pursue its realization. It just becomes too hard. If it’s easier to get a bill
passed through Congress than launch a project, the process needs to be revisited. The method by which a company
uses to transform and grow should be one of the most efficient, not one of the most inefficient.
Project Management is not the same as Finance or Human Resources. Its foundation is woven into the organization as a
connective mechanism. Organizations with an absence of Project Management maturity tend to muddy the waters of
execution with unclear definitions, lack of understanding, and too much red tape, making it more difficult for project
management to take form. As it does, it is partly realized through execution principles and methodologies, but at its
core are clearly defined organizational PRACTICES supporting a well-defined structure. It is all of these working in
tandem that enables coordinated, cross-functional forward movement.
4. 3 | P a g e
What do you teach? Teach ALL professionals:
PM principles – teach scope, time, cost management and other best practices supported by organizations like
the Project Management Institute (PMI). PMI has nine knowledge areas that include the three above, with well-
developed inputs and outputs designed to help manage the myriad issues common to every complex project.
While leaders may not need mastery, developing skills in these nine areas is highly recommended.
Clearly defined methodologies – these can be industry standard methods like Six Sigma, Agile, System
Development Life Cycle (SDLC), or they may be proprietary. Pick one or more but be clear about the inputs and
outputs during each step in the process.
Clearly defined, efficient Project Management PRACTICES – these are unique to every organization and rooted in
its culture. In my experience it is the least defined and the most important of the three. Practices define how
projects are framed and organized, how they are selected, and how the organization forms and structures
teams. Company practices define who is accountable and who is responsible. Practices provide expectations
for execution across the organization. They form the bedrock on which the PM structure stands.
Principles and methodologies are skill-based while practices are cultural. Sound practices create an environment that is
ready to receive a structure that may include a PMO. Educating all managers and leaders in all three disciplines helps
the PMO or EPMO reach its intended goal by operating in an enlightened, cooperative environment. This level of
education creates a camaraderie of understanding.
Project Management is a construct. It is built by design but evolves with the organization. Its evolution is manifest in
the skills and strengths of the organization’s leaders. Leadership must weave all three project management concepts
into the framework of management and leadership education. Leaders that embrace and teach project management
concepts and enable the propagation of those concepts create an open, balanced environment where PMOs and the
cross-functional departments for which they serve can better connect.
What else should you think about before you implement a PMO?
2. Build structure and enable proactive and reactive connections to merge the individual
parts of an organization into a cohesive whole
Because Project Management is different than autonomous departments, its structure needs to be woven into the
organization from the top with an executive whose responsibility it is to coordinate and manage proactive and reactive
information and regulate its dissemination. PMOs, communications teams, and organizational change teams are
examples that may feed the structure under the Project Management executive. There are many possible designs and
models for this type of span of control and they are rooted in what’s right on a company by company basis. Whatever
comes to fruition, tangible structure is an important component to lasting cultural change.
EXECUTIVE BUY-IN ⇒ EDUCATION ⇒ STRUCTURE ⇒ CLEAR PROCESSES ⇒ DOCUMENTED PRACTICES, METHODS,
PRINCIPLES ⇒ PRACTICE OVER AND OVER ⇒ CULTURAL CHANGE
5. 4 | P a g e
Build and incorporate PHYSICAL connection mechanisms to:
Detect overlaps (Is that activity over there related to what we are trying to accomplish over here?) – well-
designed project inventory or project portfolio management (PPM) is critical for revealing overlaps and
managing the organization’s future state. It is also a helpful tool to identify key stakeholders that can assist with
overlaps before programs are launched.
Identify gaps (Have we thought of everything? Should we analyze?) – making assumptions can be very costly.
Use key stakeholders, PPM, and formal analysis to identify gaps.
Build awareness (Are we sure we’re on the same page?) – using consistent, repeatable communication
standards that leverage tangible communication mechanisms.
Foster transparency (Who’s accountable for this? What are the real benefits?) – by communicating the right
information with a level of quality to stimulate meaningful, helpful feedback.
Build retrievable artifacts & make sure people use them
Retrievable artifacts are only useful if the artifact is retrievable. Catalogue, store, and MANAGE system interface
directories, application inventories, business process documentation, current projects, closed projects, feedback, and
other important information. Store real return on investment analysis. Store artifacts for all projects NOT undertaken
so they may be revisited when they come up again (and they will). Good, retrievable information saves months of time
that would otherwise be spent reinventing something. “Those unable to catalogue the past are doomed to repeat it”
(Daniel Handler).
Artifacts that are retrieved are useful only if they are used consistently. Build practice around due diligence work and
mandate the use of archives as standard practice during execution.
What else?
Everyone at every level has creative ideas & constructive feedback – Go after it!
If you want to solve a problem, reach for a solution from the ones most affected by it. Individual contributors are
reservoirs of untapped knowledge and experience. They are not only the company’s most important ambassador, they
are the final recipients of the giant ripples created by the implementation “boulders” dropped into operational waters.
They are the most affected by organizational change with the least amount of control. Employee feedback and
engagement is a critical element in the optimization of Project Management.
6. 5 | P a g e
Lengthy papers have been written on the subject of employee engagement. Advice on how to engage employees is
dependent on size, industry, demographics, physical structure, culture, and so many other things. It is a complex
subject. Robust recommendations are better left for a separate essay. But it is such a critical component that it cannot
go unmentioned even though this paper hardly scratches the surface. In my experience, companies that are masters at
engagement take a grassroots approach. Managers seem to be the best agents of change in this regard. Companies are
successful with many different approaches and some of them may include:
Surveys – but absolutely DO NOT survey your staff unless you intend to follow through with ACTION!
Leveraging team meetings or town halls – but just know that people in public forums don’t always express
themselves honestly if they do it at all.
Focus groups – but be aware that social pressure and social loafing can get in the way.
Motivational techniques – however be careful using money. Extrinsic rewards can backfire or may quickly burn
themselves out.
Open door approaches like office hours – just be available when you say you will.
Any or all of the above can be helpful catalysts for employee engagement if done right. Some may work better than
others depending on the organization. But there is one method worthy not just of mention but of recommendation, and
that is communication of company objectives and direction.
For employees to provide quality recommendations and insights to leadership, they need to understand the direction in
which the company is moving. Communication of strategic direction to every level fosters engagement with the added
benefits of trust, productivity, and motivation. It is highly recommended. How a company accomplishes this is unique
to it. The above mentioned techniques may be of help, but to ignore this piece is like asking someone on the street for
directions without revealing where you’re going.
Conducting lessons learned is useless if there are no learned lessons
If you are a tennis player and your coach teaches you how to hit a more powerful serve by changing your toss, you
adjust your toss and practice the new toss until the old one is forgotten. If your company is learning lessons from prior
implementations, your company should be adjusting its practices, practicing the new ways and abandoning the old. If
there are actionable lessons (both good and bad), your organization’s practices, principles, and methods should always
be in flux. And that’s a good thing! Any other outcome warrants close examination of the current process of gathering
lessons to determine whether or not the company is accomplishing anything with this exercise.
Lessons documented and stored on someone’s hard drive somewhere, never to be viewed again are hardly worth the
time it takes to create them. And when they are made available they are often too vague to be helpful to the
organization as lessons that can be used to alter its practices. Lessons like “poor communication”, “missing
requirements”, “rushed to implementation”, and the like are not lessons they are symptoms.
Symptoms such as missing requirements need to be rooted back to the reason why the company thought they had
them, or implemented deliberately in the absence of them. It is the “why” not the “what” that is important. All lessons
must be rooted in “why” if the company expects to command a shift in its practices, principles, and methods of
implementation. Lessons should be conducted by program and company leadership at intervals along the path of
implementation. Be leery of huge meetings that attempt to gather everyone involved unless you’re looking for
symptoms. Remember, lessons should alter (good or bad) the practices, principles, and methodologies of execution.
3. Be introspective; ask and answer important questions as you contemplate a PMO
What are our current execution practices? Do we have any? How do we get stuff done?
Do we hold our leaders accountable? What’s the difference between accountability and responsibility?
How do we form teams?
7. 6 | P a g e
What about roles? How is a project manager defined in this organization?
Do we consider this organization transparent? Why or why not?
Do we really have a clearly defined plan that spans a number of years? Who knows what it is?
Do we know the strengths and limitations of our leadership?
What is our project management maturity? Structured? Unstructured? Process? No process? What do we want
it to be?
What is the current culture of our organization? What’s defined by the environment and what is controlled by
leadership?
Are we too bureaucratic?
What do our managers know about project management? When we give a directive to get something done,
does it happen?
I wish there was an easy step-by-step process to implement a PMO but there isn’t. To be effective, a company must
take an introspective look at its leadership strengths, its procedures, and its practices and optimize them. It must put in
place a structure to deliver constant focus on continuous improvement. A PMO or even an Enterprise PMO doesn’t
empower an organization to deliver on strategic initiatives. It is the other way around. Leadership enables Project
Management. The construct of Project Management is ever-evolving. It is built by design and grows with the
organization. Its uniqueness is rooted in its often unstructured characteristic and its dependence on the departments it
serves. It is built on project/program execution principles and methodologies atop a solid bedrock of company-wide
implementation practices.
Teach all professionals sound principles, methodologies, and practices. Companies grow through Project Management
not through project managers. Educating leaders in these concepts provides an incubator for understanding and
accepting Project Management as it really is, so that the PMO becomes an apparent next step, not an imposed one.
Pay close attention to individual contributors and build effective mechanisms to engage them. Individual contributors
can provide creative input and constructive feedback. If a company does only one thing in this regard, it should be to
share the direction the company is moving. Employees cannot provide direction to leadership if they don’t know where
their company is going.
Finally, conduct lessons learned, but learn something from them. In The Toyota Way, Jeffery Liker wrote about the
concept mastered by Toyota called Kaizen (continuous improvement). Program and operational leaders should consider
this idea when conducting lessons learned. Real lessons alter the way a company gets stuff done. They are discovered,
socialized, and then practiced over and over until they are learned. And then the cycle repeats.
These are just a few steps to take before you launch a PMO lest your organization go by way of the common question,
“Why is my PMO not performing?”