Following is a blog made from Discussion Topics of 01/11/2017 PMO meeting
I attended PMO breakfast meeting of PMI-Silicon Valley chapter where participants shared their views and experience regarding PMO and (technical/functional/business) Program Management issues and success stories. Below are bulleted items of a few points made by attendees. I appreciate suggestions and comments by viewers to further enrich PMO topics.
- How to create/promote PMO from the grass root? How to create it from foundation in any organization?
– Recently many have perceived the significance of project management principles. Apparently most team players realize that some projects are falling through cracks as the number of projects become overwhelming while well-equipped PMs stretched in schedule, cost, or scope of their endeavors!
- How to change project management culture in a matrix organization?
– The iron triangle (cost/time/scope) works fine, yet what about resource availability? Doing projects without qualified resources leads to disasters! The (main) success of the “iron triangle“ is to “focus” on for instance, one leg and accept proceeding of other legs! As an example, on January breakfast meeting of PMI-Silicon Valley chapter in Mountain View one member commented on the lack of qualified developers, causing lag of time/schedule/scope!
– Another option is to create a manpower schedule and get management approval.
– Support of leadership in necessary to a successful PMO & PMs in general.
– For every successful project, there are 3-4 failures! How to change this trend is another task of PMO.
– Another factor is being consistent in processes and follow-throughs.
– Also, getting people to engage and participate requires “repeated” efforts! Especially when we are required to change course (change management!)
- In small-to-Mid size organizations need-to-have PMO starts somewhat late, or only when the needs grow to necessity!
– This may not be true when comparing to military units as their projects are usually well defined.
– How about promoting PMO as cultural change-agent on the organization (to properly manage projects)? As in some establishments, mid-level managers resist implementation of proper Project Management processes (waterfall or agile) as deterrent to their established positions!
- It’s suggested trying the PMO handbook (by PMI) as guideline, or at least as a reference point helps in many occasions.
– The standards then can be expanded based on organizational needs and culture.
– Following the standards (and building on top of it) is helpful base point regardless of PMO, Agile (Scrum, Kanban, etc.) or hybrid PM methodologies.
– Creating a (color-coded) chart (of KPIs and metrics) as percentage of progress sharing with the team would help to streamline efforts. This (heat map) can also help in determining budget or resource allocation/shortage to communicate with upper management. This shows data and allows smart decision making and proper change (management).
Your comments and thoughts can help us all to better support our PMs.