By: Kathi Middleton, MPM, PMP
Amazingly, in today’s complex business environment many people still believe that there is a 3-letter word, known as PMO (Project Management Office) that will solve every organizational problem. At the January Dunwoody Dinner Meeting, industry expert and trainer Dr. James Brown dispelled this myth and empowered the audience by sharing three commonly missed strategies and attributes to unleash a successful PMO.
The concept of project management has been around since early civilization with the principles of organization and structure remaining simple. Dr. Brown reminded the audience that before the PMBOK even existed, the Great Wall of China was built and a man traveled to the moon. The evolution of project management has introduced powerful tools and techniques however the greatest opportunity for organizations is to apply discipline and “do the right thing”. Often times this decision requires work to slow down to assess risk and implement change management.
There is no cookie cutter approach to making the right decisions. Dr. Brown asserts that project management is 80% art and 20% science, derived from the formula: Knowledge = Theory + Experience. Apply knowledge using judgment in the context of your particular organization. The inability to mechanize the methodical application of project management places a high demand on a skilled and experienced project manager. Additionally, the right amount of process and governance is needed to support successful project delivery. This is where a PMO can add tremendous value by providing just the right amount of structure and processes to support the organization in meeting its strategic objectives.
Leadership is the underlying element to successful project delivery process. A process alone will not resolve issues, but it should bubble the issues to the surface for leadership to make the necessary decisions. To make sure you are not overlooking the attributes of a successful PMO consider the following 3 strategies:
- A project management methodology that is flexible and uses a Darwinian approach.
- A tool set philosophy that supports instead of supplanting project managers.
- The O for Office can be optional.
The Darwinian approach to project management proclaims that one size does not fit all, details kill, violations are encouraged, and status is of the essence. An effective process should be flexible to the different types and sizes of projects, to evaluate and manage the risk of deviating from the outlined steps. An effective PM knows what to ignore and when to violate the process. Equally important, the PMO tracks the status of violations and determines where improvements should be made.
Project management tools can be convoluted and hinder good PM’s. The most engineered and powerful tools cannot supplant project managers, but poor use of the tools can bog down a good PM, making them less efficient. Dr. Brown argues that administrators and PM’s possess two completely different skills sets and suggests that specialized project administrators be recruited to manage the tools.
The functions of a PMO are required, but the office is not. With accountability and direction, satisfaction can be achieved without the formality of an official PMO. PMO’s should provide support, establishing standards and fostering communication to make a successful project delivery easier – not just check a box for an audit.
Q&A
How do you respond to organizations that require specified project management tools to procure contracts?
Dr. Brown emphasizes that Excel has fascinating capabilities for managing projects that are equivalent to the most advanced project management tools. However, if complicated tools are employed, it is important that administrators be used to maintain these systems. Separating the role of project manager and project administrator is encouraged to streamline project delivery, similar to how a paralegal works with a lawyer.
There are various roles of a PMO, however each must reflect the organization’s culture to provide just the right amount of structure and governance to reduce project failure. As leaders driving projects in our organization, we must own the motto “Failure is Not an Option”. With this decree, the final statement from Dr. Brown was a charge to challenge the status quo in your organization. Provide insightful suggestions on how to improve your PMO and remember to do so gracefully!
Speaker Bio:
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