The PMO - a function that can be a Project Managers best friend (when done right), or worst enemy (when done wrong).
In theory, the addition of a PMO to a organisation or team should be a Project Managers dream. The role of the PMO is to standardise practises, set up clear governance structures & take away some of the administrative burden of the job. Done correctly, the PMO should be a value add function, working with the team on a strategic level in order to make successful completion of a project easier & more streamlined.
Unfortunately, however, some PMO functions hinder rather than help. A PMO role done wrong can mean that overnight the responsibilities of the Project Manager multiply. Suddenly it seems that there are a thousand extra forms to fill in, additional meaningless gateways to go through & rather than helping the project run smoother, it can feel simply like you are drowning in work.
So how can a PMO be set up so that the role is effective? And what can a PMO do to ensure that they are highly effective? Here’s 9 top tips
Define the purpose of the PMO
Before a PMO is bought on board, the organisation needs to get super specific about what the PMO is going to be there to do. A comprehensive exercise should be done to ensure that the PMO’s roles & responsibilities are aligned with the business strategy, that they are clear on what type of PMO they want to deliver the role & where possible, the PMO’s output should be aligned with company objectives & KPIs before they are rolled out on a project level
Listen first, do after
The first role of a PMO being bought in to overall systems & design in change should be to listen. Spend the first few weeks observing. Identify what processes are already in place so that you can do the gap analysis & identify what is missing. Call meetings & workshops with the different teams to understand how you can help them before you start implementing change
Do a gap analysis
In any company there will be processes & systems that are already working effectively & those that aren’t. Before jumping in with a complete overhaul, identify these. Feed back to the team on what they are doing well, and use this positive momentum to build good relationships so that you address what they aren’t doing so well
Remember that change can be challenging
People have a natural resistance to change. Our brains are wired to like what we know; to create habits that mean we can complete our work with less effort, to stay with what we know because of fear of the unknown & because sometimes, being in the battlefield can foster a sense of identity & belonging within a team that we are hard wired to crave. Remember that change can be challenging & so start with a sense of empathy for the team so you can soft land things properly.
Pick off the easy wins
Remember the 80:20 rule. Some changes will be high impact & others will have a lower impact. Focus on the high impact changes first so that teams can see the value of what you bring & to create positive momentum that will enable you to roll out other changes in time
Only change what is broken
Too often change is made as a broad stroke across every business function. But this can be a sure fire way to overwhelm people, demoralise the team & create this sense that what they were doing before was wrong. The aim isn’t to create a before vs after of wrong vs right. It’s to make meaningful change that will systemise & make things easier. So remember the old adage ‘if it ain’t broke, don’t fix it”.
Standardise, but tailor
Providing consistent frameworks, templates & governance model is one of the most important roles of a PMO. But remember that every project or programme is different. Make sure that the systems you introduce have a degree of flexibility so that they work across projects no matter what their scale, complexity or output. It is rare that you will find a truly “one size fits all approach’ that actually benefits the projects & those working on them
Be the glue that holds things together
Remember that in a PMO function you have a cross project / portfolio insight that the Project Managers responsible for delivering the individual projects do not have. So make the most of this. Implement lessons learnt sessions across initiatives so that individuals can learn from each other. Facilitate cross project visibility by creating forums to showcase different projects. Provide structures that align projects to business objectives & cultivate a sense of unity internally. Use your soft skills to be the cross that holds cross project strategies together, not a force that forces people to resort to ego, argument or competition.
Be ready to evolve & change yourself
Remember that the PMO function is a dynamic & changing one that will need to adapt in line with business & project needs. What works one year, may not work the next year. So be willing to keep things under constant review so that systems & processes are effective, up-to-date & relevant.
The PMO role can be a highly important strategic function. However, done wrong a PMO can have the opposite of the desired effect by adding unnecessary workload & creating unnecessary friction &/or conflict. Use the tips above & you will ensure that you land in any organisation as a highly effective PMO.