THE FIRST SIX MONTHS
As in any new situation, there is a need to build powerful communication and understanding between the customers and the PMO.
General: The objective of the first 6 months is to help everyone under- stand the bottlenecks that block or hurt project delivery. When the PMO customers can improve their cognitive skills to recognize opportunities and threats to project delivery, results will normally follow.
Project Sponsors: They worry too much about the PMO and how it is portraying the status of their project. They will continue to see the PMO as a threat until the PMO demonstrates that it is committed to helping spon- sors meet their needs. Frequent communication is essential.
Governance Board: The PMO needs some breathing room to get itself established and develop the portfolios. Until the PMO has reliable informa- tion, the Governance Board will not have the data and information upon which they are expected to make key decisions. It is helpful if the PMO can facilitate a strategic planning process toward the end of the first 6 months, with the entire senior management team. The second 6 months will be more important for the Governance Board.
*Note that this topic is discussed in detail in Chapter 28, providing the road map for implementing a PMO.
Project Managers: As projects are reviewed among all project manag- ers, expect some storming. Remember that the PMO is new and it is very likely that project estimates will begin to receive some question. Also, project managers may see the PMO as another “flavor of the month” initiative by senior management, and hope it will disappear.
Project Teams: Team members learn that the PMO is a friend. Earn their trust and respect one team member at a time. During the first 6 months, the PMO must ensure that it does not ignore team members who have valu- able information to share. We have seen dramatic progress here when the PMO offers to facilitate problems without trying to impose its will on the project manager or team members.
Functional Units: The PMO must not place the project managers and their teams in a position where they must choose who to listen to regarding project delivery — their functional unit management or the PMO. If the PMO starts a war, the functional unit will likely win.
THE SECOND SIX MONTHS
In the second 6 months, it is important to cement into place the ownership of the portfolios by the Governance Board. This may take the entire 6 months, but that is acceptable. By giving the Governance Board ownership of the portfolios, it is as it should be. They fund the work. They should direct the priorities and choices of active projects.
General: Ask all customer groups to support expediting project delivery.
Project Sponsors: This is an opportunity to sell project sponsorship training — how to be a project sponsor. Pilot the concept first on several of the more receptive sponsors. Focus training on what sponsors can do to help project managers accelerate decision-making and overcome roadblocks.
Sponsors also need help with quantifying the value of their projects and providing data necessary for prioritization.
Governance Board: In this time frame, the Governance Board process should begin to mature. The project prioritization process should be imple- mented and it should be smoothed out. Getting ready for the next fiscal year through this process combined with strategic planning is the next challenge for the PMO.
Project Managers: By now, project managers should be viewing the PMO as a friend. Work behind the scenes with those who do not share this view. New methods of delivery acceleration should become standard and well understood by all project managers. Some project managers may use the PMO on a confidential basis because the PMO has a broad, cross-func- tional view and remains functionally independent.
Project Teams: The PMO can be the catalyst for an attitude of “Learn- ing Teams.” The PMO provides the focus on the biggest leverage factor for
What is a PMO and What Should a High Value PMO Do? 51 accelerating delivery and quality. Project teams grow their own value through partnering in training programs with the PMO. As team members apply their new training, expect to have to reinforce the training multiple times, in different ways, until the attitudes and new skills become a habit.
Functional Units: Remember the pecking order? The PMO may be causing this order to change somewhat. In the second 6 months, with dem- onstrated bottom-line value, the PMO has earned some influence. Navigate your way carefully. Use the Governance Board as the way to vet and re- solve conflicts, and also to enforce important decisions on project workload, prioritization and staggering of projects according to resource availability.
THE THIRD SIX MONTHS
The PMO is entering its second year. The value proposition should have been measurable and clearly achieved for the first year. If not, the focus must be on correcting the problems and stabilizing the PMO to predictably achieve its targets.
If the PMO was successful, the challenge in the second year is to be better. The first step is to identify the current constraint. Where is the big- gest leverage point today in improving project management results? Re- member that the improvement is according to the goals of the organization, not according to the quality of project management practice.
The Pareto Principle and Root Cause Analysis should have helped de- termine the areas of focus. Regardless of what those areas are, remember that to make a permanent and meaningful improvement, you must change human behavior. Focus on the behavior of the culture you want to support and that is expected of the PMO. The behavior involves all of the customers of the PMO. Whenever you complete a major improvement, the behavior model has changed and the constraint will be something new.
General: Remember the Deming Principle — Plan, Do, Control, Act.
Apply this concept to all processes implemented in the first year.
Project Sponsors: Educate the sponsors on the collective impact of projects, and the relationship of their project to the overall goals of the com- pany. Let them know what you are doing to help them. Know which spon- sors are doing well and who needs hand-holding.
Governance Board: Maintenance mode. Focus on portfolio balance.
The Governance Board may upgrade the prioritization model for projects.
Project Managers: If the PMO has implemented the high-value model, project managers will look to the PMO for help in accelerating and ensur- ing project results. The PMO’s work with project managers typically ex- pands with the explosion of trust and resulting requests in the second year.
If so, the PMO may need to bring on more mentors.
Project Teams: “Learning Teams” are working hard to deliver. Project teams are finding it easier to bond, thus making it more difficult for the nay- sayers to survive as team members. The PMO continues with training that helps team members improve their job value in a project team.
Functional Units: Go back to the business units and ask them how the PMO can do better for them. Do so very informally. Let the Governance Board select some items that will provide the biggest leverage of PMO resources.
THE FOURTH SIX MONTHS
Revisit your value proposition and identify value opportunities that will help your customers perform better. Check out the quantitative value pro- vided year to date. Are you on plan, behind or ahead? You have 6 months left. You should plan on a major senior management review at this time, and determine the charter for the next 2 years.
General: The PMO is established, and senior management is entrenched in the PMO philosophy. Now is a good time to examine the PMO maturity model in Appendix A, and determine where to focus on maturing to bring the biggest value to the bottom line over the next two years.
Project Sponsors: With a focus on choosing the right project mix, you should begin to see project sponsors taking a more global view of projects.
Project sponsors should be attuned to the idea that the organization has a few strategic resources, and that they have a responsibility to not waste those precious resources with “pet projects”.
Governance Board: The new strategic objectives for the next fiscal year are being determined, with PMO facilitation. Try to get a quicker start on the impact the new objectives will have on project prioritization, critical resources and other major resource demands.
Project Managers: Has the PMO achieved 100% buy-in from this com- munity? What is missing? Plan, Do, Control, Act. How can mentors be better for the project managers?
Project Teams: Training and support must continue to emphasize im- mediate value to team members, both in delivery acceleration and risk man- agement skills, and in communications.
Functional Units: Who is not on board? Why not? Keep at it.