Change and the
"modern" PMO
In this article we explore the relationship between the PMO and change management. Traditionally, the Project Management Office (PMO) can be three significant types:
Supportive
Consultative; resource provider and developer
Controlling
More controlled about the project management process and governance
Directive
More centralised, directive on methodology and standardisation
PMO and change management
There are many theories on which one is best for which type of organisation but there are two further types that are responsibility led:
Enterprise
Operates at organisational level providing an overall view of all projects and programmes within the organisation
Departmental
More tailored towards specific departmental project needs
So which is right? Is there a one size fits all?
We have worked with project professionals and delivery communities over many years, and we have all witnessed many cyclic changes and trends. We often speak with change leaders, sponsors and project professionals in organisations who are dealing with some of the biggest infrastructure projects, where most complex business problems in an ever-changing environment can be affected by the restructuring of priorities, spending or funding can be altered, and important decisions need to be made under immense pressure.
The most important questions for change and project professionals currently are:
• How can we maximise value to the business?
• How can we assess and maximise project performance and capability?
• How confidently can we assess the benefits position for our portfolio?
• How can we use emerging technology and data to drive decisions and delivery efficiently?
Change is everywhere and that’s one thing that will not change!
Developing robust teams and communities that are empowered, trusted, invested in, communicate well and supported will make safer decisions that will maximise project performance for the PMO and change management.
When we talk about a “Modern PMO” or building modern delivery communities, we challenge the traditional business models and constructs and think in terms of new and emerging technologies, the data and analytics now available to support our decision making, the environmental impacts and socio-economic matters.
Unfortunately, experience has shown that some PMO’s fall into an administrative trap or are perceived as obstructive rather than as delivery experts, supportive or consultative. The business partnership approach to the PMO and change management enables organisations, departments and functions to access expert resources, tools, templates, learning and development and support to manage and deliver projects in a timely, efficient, professional and assured way.
Building relationships and communities also grows understanding of talent, capability strengths and gaps, resources available and matching with your portfolio profile.
How can we help?
Project delivery can be complex, a project leader must demonstrate skills that enable them to influence, engage, challenge, analyse and deliver.
Taking a business partnership approach whereby the PMO or equivalent will be relationship building, understanding project problems, become internal experts and partners in project delivery who not only support and guide the wider project community, but also enable the development of skills and talent, provide a consultative approach, coach, mentor, enable people to make decisions raising confidence and building a successful community of practice, profession or centre of excellence.
Speak to CITI Limited about the PMO and change management, understanding change leadership and resilience within the delivery community, business partnering, portfolio profiling and prioritisation, assessing complexity, capability assessments, problem solving and decision making.
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