Strategies for social CPD – Creating a PM community

How learning groups spontaneously form and disperse…

Some people sitting at a meeting table watching another person write on a white board. They may well be having a learning session

A while back I attended an APM focus group facilitated by Dr Michael Moynagh of CPD Futures Ltd on developing strategies to improve the way that project professionals approach continuing professional development (CPD). One of the topics that came up was that established approaches to CPD (including the approach promoted by the APM) are somewhat rigid and introspective, and lack a social dimension. The suggestion arose that some sort of group learning approach might be helpful, e.g. creating a PPM Community of Practice.

I have seen this happen with some success (albeit rather briefly!) in the following situation:

  • The organisation had stated its aim of raising the standard of the organisation’s approach to Project Management (and hence the professionalism of the individual PMs)
  • An entire department of PMs had been through some comprehensive PM training (delivered very professionally and capably by Michael Nir of Sapir Consulting)
  • Following the training, all the PMs were given the opportunity to go on and attempt to gain the PMI‘s PMP certification, which a good proportion of them (including me) took up.
  • For those going on to take the certification, there was a fairly hefty exam in prospect, preparation for which involved a fair bit of study and exam practice (I guess this is the CPD / Learning Community equivalent of a “burning platform”).

As a result, a group of us set up “Lunch ‘n’ Learn” sessions every week or so for several months, in which contributors would take it in turns to give a short (20 mins or so) refresher presentation on a topic (say earned value) and then ask some example PMP questions – all over lunch in a spare meeting room.

This worked quite well, but tailed off as the people sat the exams and either passed (in which case they had little interest in attending further) or failed (in which case they generally didn’t attempt a re-sit). It was good while it lasted though, and produced a few learning points for me:

  1. Communities of practice form spontaneously where there are shared 08:00interests and objectives
  2. Participation is maximised when there is an opportunity for (or even an expectation of) contributions from all.
  3. For a community of practice to thrive, contributors must have a genuine interest in the development of both themselves and of others. Don’t be surprised if a significant proportion of potential participants don’t have such an interest. You can lead a horse to water…

Have you seen PM communities of practice? How were they formed (were they organised or spontaneous)? How long did they last? Were they successful? What approaches do you recommend? Let me know in the comments.

Image by WOCinTech Chat, flic.kr/photos/wocintechchat/25392513823
Licence at http://creativecommons.org/licenses/by/2.0

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Stakeholder-led Project Management – Changing the way we manage projects (Book Review)

by Louise M Worsley, Business Expert Press (New York) 2017
ISBN 978-1-63157-467-2
191 pages, RRP £28.45 (review copy supplied free of charge by the publishers)
Pragmatic PMO Rating: ****

Overview

  • The aim of this book is to provide a stakeholder-centred analysis of projects, and to explain which stakeholder identification, analysis, communication and engagement models are most relevant to different types of projects.
  • Using case studies from around the world, it illustrates what goes wrong when stakeholders are not engaged successfully, and what lessons we can learn from these examples.
  • The book is aimed at project professionals who find themselves involved in managing projects with stakeholders (so that’s just about all of them then!).

What’s inside

  • This book is based on evidence from over 200 project stories gathered over five years, and the common theme of stakeholder engagement as the key differentiator between success and failure.
  • Having first rejected the term “stakeholder management” in favour of less sinister-sounding “stakeholder engagement”, the book starts with a review of the current state of stakeholder engagement both in projects (opportunities for improvement) and other disciplines (opportunities for cross-pollination).
  • It goes on to present a range of models and techniques for stakeholder identification, action and review, including the use of emerging communications technology.
  • It continues with an analysis of the difference between communication and engagement, before finishing off with a review of the main learning points, and what to focus on to create meaningful engagement in projects and programs.
  • In classic text book form (was this book written for PM students?) it finishes each chapter with a chapter summary and a series of questions designed to stimulate reflection.

Some of my favourite take-aways

  • The composition of stakeholder groupings changes over time (sponsors and product users during implementation and after Go Live, widening to include sometimes entire countries in the case of infrastructure projects), so need to plan with the end in mind and engage stakeholders who aren’t yet aware of or interested in the project.
  • If you think you are doing stakeholder engagement and its not making a difference to how you run your project, then you aren’t!
  • Effective stakeholder engagement becomes more important the more greater the technical difficulty of the project, and much more important the greater the human difficulty

    “Projects can no longer choose if they want to engage with stakeholders or not; the only decision they need to take is when and how to successfully engage”

  • Role-based stakeholders are defined by a role they have in the project (Client, Decision maker, Expert). Identify them using organisational breakdown structure analysis, project governance checklists, and asking “who else should I be talking to?”
  • Agenda-based stakeholders represent a viewpoint, usually external to the project, which may not be apparent until a crisis emerges. Although they may be silent initially, these stakeholders often have the greatest impact. Identify these using Focus groups, 1:1 interviews, Strategic tools (e.g. SWOT, PESTLE analysis), successive nomination (snowball sampling)
  • Stakeholder-neutral projects have clear, generally agreed outcomes. Engagement peaks at the project start, and again just before transition
  • Stakeholder-sensitive projects have clear outcomes that affect people and practices. These people need to be considered when designing the outcomes, and engaged throughout the project.
  • Stakeholder-led projects are highly influenced by stakeholder groups and individuals, so engagement is critical.
  • Parallel projects are not directly aimed at programme objectives, but are sometimes set up to safeguard critical success factors for another project
  • Good stakeholder engagement:
    • Gives people a say in decisions that affect them
    • Promises that participation will influence decisions – and demonstrates how
    • Seeks out those potentially affected by, or interested in, a decision
    • Seeks input from stakeholders on how they may wish to participate
    • Provides information, time, and space to allow stakeholders to participate in a meaningful way
    • Is polite

The Verdict

  • This book is written in an easily readable style, is not too long (I read it in 3-4 hrs, and I was making notes for this review) and has some useful pointers on how to improve stakeholder engagement, drawn from both theory and experience.
  • With the amount of information and ideas in this book, most PM professionals should easily be able to find enough implementable suggestions to justify the cover price; so this book is recommended.

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What makes a “Good” lesson learned?

How to write a good lesson learned

Following on from a couple of talks I have given recently on why organisations don’t learn as much as they could from running projects, I was asked how to write a “good” Lesson Learned.

This was captured well in one of the responses to my survey

“Many ‘lessons learned’ are merely observations, with no suggestion on how to do things differently. Two or three actionable recommendations are more useful than 20 observations without any suggestions.”

To write a “good” Lesson Learned:

  • The PM should craft a story describing what happened. This could be written, delivered as a presentation, in a face to face conversation, or recorded as a video. The thing to remember is don’t polish it too much and murder the message by suffocating it in layers of “corporatese”; make it Personal, Powerful and Passionate to keep it engaging. Your story should be in STARR format, covering:
    1. Situation: This is what we were faced with (constraints, risk, issue, etc.)
    2. Target: This is the outcome we wanted to achieve
    3. Action: This is what we did
    4. Result: These were the consequences of our actions (nothing new so far I know, but here it comes…)
    5. Recommendation: (the “moral” of the story) So in order to achieve better outcomes in the future, this is how we recommend that people (including us) should behave differently, or how we should change process (rules, systems, etc.) to improve future outcomes (i.e. things to do / not do; IF this situation applies THEN do this, etc.). This is the “so what?” that changes the Lesson from being interesting story to an actionable piece of advice based on real life experience.
    6. …and lastly the PM should include details of how they can be contacted to have a conversation in case they’ve left the organisation by the time the lesson is being watched / read.
  • At the “next level up”, the PMO should consider whether there is more learning that could be extracted  from the lesson, and whether the learning could be transferred to similar projects / scenarios. If so, they could write a more generalised version of the lesson.

What about storage?

I was then asked this follow-up question:

Is this the same lesson you'd store centrally?

I would say that both the original and the “next level up” versions of the Lesson could and should be stored centrally, but the word “store” brings up images of a musty room containing miles of shelves of dusty folders that never get touched again, a bit like this…

Does your Lessons Learned repository function like this?
Does your Lessons Learned repository function like this?

The key here is that the central repository shouldn’t be an information graveyard, where Lessons go to Die.

Instead the repository should be made searchable and social (e.g. using SharePoint?) so that PMs can easily find the Lessons they need; and the PMO should be on hand to help them find relevant information if they need it (for more on this look at this excellent article by Louise Worsley).

And filing shouldn’t be the only thing that happens to Lessons, as that by itself doesn’t ensure they are acted on.

More than just filing

Lesson(s) could and should be used as material for Lunch & Learn or “scar sharing” sessions, or Vlogs, or used in the “Call 3” approach devised by John McIntyre (take a look at this article for more explanation and an example Lessons Learned Vlog).

All of this helps an organisation and the people within it to learn from their collective  experience of running projects and to (hopefully!) deliver better project outcomes in the future.

So that’s what I think. Do you agree? Do you have something to add?

Let me know in the comments!

Image “Wimborne Minster: later books in the chained library” © Copyright Chris Downer and licensed for reuse under this Creative Commons Licence

Scheduling, Monitoring & Control: The Practical Project Management of Time, Cost and Risk (Book Review)

by APM PMCSIG, Association for Project Management (Princes Risborough, Buckinghamshire) 2015
ISBN 978-1-903-49444-8
327 pages, RRP £50 (review copy supplied free of charge by the publishers)
Pragmatic PMO Rating: ****

Overview

  • This book is a good reference guide to Planning, Scheduling, Monitoring and Control, with most of the topics covered at introductory to intermediate level in relatively informal jargon-free language with plenty of helpful diagrams.
  • The guide is aimed at students and practitioners, so I’m a bit puzzled why it begins with a chunky explanation of how projects are defined and the documents used. At 20 pages this section is too hefty for the completely uninitiated, but has nowhere near enough detail to be useful an already-practicing project manager (who would be better off referring to one of the BoKs or methodologies). I guess however that novice Project Planners may find it useful for context and orientation, and it signposts topics for further reading.

What’s inside

  • The book gives a useful and succinct description of the differences between planning and scheduling:
    • Planning is the art of deciding on the best way to do the project, defining scope and deliverables, and getting agreement from the stakeholders. It is broader than scheduling and logically happens earlier.
    • Scheduling is the science of estimating how long it will take and how much it will cost to deliver tasks, and sequencing them to create a logical model of the future that can predict when project outputs can be delivered. This model progressively becomes fact as estimates are revised and activities completed.
  • Next there are tips on planning and scheduling, including some suggested approaches for creating and quality-checking the documents. It describes how to set a schedule baseline, how to evaluate the impact of any changes requested (using offline, static copies of the live schedule), and how to update the baseline to take account of approved changes.
  • Monitoring approaches are then described, with a warning that no one of these gives a complete picture of the project’s status. Earned value analysis (EVA) comes closest, but requires significant effort
  • The book recommends regular schedule co-ordination meetings, to review recent progress (recording reasons behind any slippage for analysis later) and future tasks within an agreed time window, allowing team leaders to plan the near future in detail.
  • There is a good introduction to quantitative schedule risk analysis (a.k.a. Monte Carlo analysis) and the value it can bring to both schedule and dimensions by giving the PM statistically-derived forecasts of final delivery date and cost. Some of the diagrams here could be clearer, but I am told these will be reviewed ahead of the next print run.
  • The book also outlines how forensic schedule analysis can be used to establish the cause of delay(s) in litigation scenarios.
  • At the end there is a helpful glossary and a list of abbreviations.

Some example tips

  • Schedules should have an appropriate density (amount of detail) for their purpose: Low density for communication e.g. to executives; Medium density for the reference plan; High density for day-to-day management of delivery teams’ work. A schedule with too much detail is just as bad as a schedule with not enough detail, as it is difficult to manage and won’t be used.
  • Schedules should record a baseline (when we agreed it would be delivered, updated with any approved change requests), a forecast (when we now believe it will be delivered), and “as built” (when we actually delivered it, including any unexpected extra events). These may be in the same scheduling document but will not usually be displayed at the same time.
  • Where a team is producing a string of broadly similar deliverables and can be thought of ticking these off a list, it may be more helpful and easier to manage using a spreadsheet tracker rather than scheduling software.
  • Schedule item names should be understandable without reference to WBS headings (which may not be visible if a filter is applied) – task names should start with a verb (lay bricks; paint walls) to indicate activity, and milestone names should express a state in the past tense (walls built; plumbing complete)
  • First sequence tasks in logical order (using mostly easy-to-understand Finish-to-Start relationships), then allocate resources. Then apply resource levelling by first delaying tasks with free float (so delaying them does not delay successor tasks), and only then delaying tasks with no free float but some total float (so delaying them delays successor tasks but not the overall finish date)
  • Identify dependencies between projects, label these clearly in the schedule including whether these are inbound or outbound. Meet regularly with the PM at the other end of the dependency link; review whether the current forecast date works for both parties and agree any remedial action required. Any changes in delivery date to be the subject of change control.
  • A budget is a planned upper limit on resource to be consumed for a given task or tasks. It is often expressed financially but not always; it could be expressed as terms of days of effort, quantity of materials, etc.

The Verdict

I recommend this book for early and mid-career PMs and PMOs. I would have scored it higher if not for the somewhat incongruous section on project definition (which one can simply overlook) and a few mathematically doubtful diagrams (harder to ignore). I expect that my review copy will become dog-eared through use!

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Images of Projects (Book Review)

This book recommends that project practitioners should consciously view projects through multiple “lenses” or “filters” to gain different perspectives. This approach directs attention to project aspects that might not otherwise be considered, which will affect the action taken, and hence the results obtained.

Considerable repetition of the principles and case study content (mainly to make it easier to use for reference), and overlap between the images caused me to have several déjà vu moments in reading it straight through, but the approach should be useful to PMs (on projects and programmes) and PMOs (to challenge PMs on their view of projects, and to think about portfolios) at all career stages. Continue reading “Images of Projects (Book Review)”

Managing Business Transformation – a Practical Guide (Book Review)

by Melanie Franklin, IT Governance Publishing, Ely, 152 pages,  £24.95 RRP (review copy provided free of charge by the author)
Pragmatic PMO Rating: ****

This book is intended as a practical guide to understanding and managing change that will benefit your business. It covers the differences between change management and project management, and how to integrate the two.

It starts by loosely defining change management (making a large change to a business that involves a large proportion of the organisation), and breaking it into four stages (understanding; preparing; implementing and embedding). Each chapter of the book deals with one stage before finishing with a look at the alignment of change management with the project management that underpins it.

Chapter 1 (Understanding) suggests reviewing the business case to understand the drivers for change, and comparing the “from” state with the “to” state to understand its scale. It recommends cultivating support using a vision statement as early as possible to increase participation and reduce resistance.

Chapter 2 (Preparing) proposes producing a road map to the desired final state, listing what will stop, what will continue and what will start as a result of the change. This “paves the way” for the change and smooths the transition. Plans should be built constructed in both top-down and bottom-up directions, and will not need many updates. Plans should be communicated to stakeholders often enough to ensure the message gets across, and tailored to their needs.

Chapter 3 (Implementing) describes building the change team and ensuring various team roles are represented. It discusses potential emotional reactions to the change, and offers ways to address these to help those affected to move through the change smoothly. It maintains that change managers need more “friends” than average, and offers ways to cultivate this.

Chapter 4 (Embedding) describes how the change progresses from “new” to “normal”. It recommends measuring adoption, and dismantling the old ways. This can be encouraged using financial incentives, celebration, coaching for stragglers, and a managed exit for those who cannot or will not adapt.

Chapter 5 (Alignment with project management) highlights that whilst project teams generally deliver change enablers (e.g. a new IT system), it is others that take these enablers and embed them into organisational culture. Thus the change life cycle is related to and analogous to the project life cycle, but distinct from it.

Conclusion

This book draws useful parallels between change management and project management whilst highlighting differences. The use of voices from people who have “been there” makes the advice real, and the liberal use of diagrams helps to explain the various concepts. At 152 pages this book takes <2 hours to read; with a RRP of £24.95 it is likely to pay for itself many times over with application of just a few principles. Recommended for project managers who want a better understanding of how their projects fit into the bigger picture.

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Business-driven PMO setup – Practical insights, techniques and case examples for ensuring success (Book Review)

by Mark Price Perry, 2009, J Ross Publishing, USA. ISBN 978-1-60427-013-6, 494 pages, RRP £60
Pragmatic PMO Rating: ****


The stated aim of this book is to show the reader how to create and maintain a business-driven PMO, because PMOs that are driven by the needs of the business succeed, whereas when PMOs are driven by other motivations fail.

The book sets this out in a pattern of alternating chapters – one explaining a point from a theoretical or academic perspective, which is then supported by a shorter chapter or two demonstrating that point working in practice.

Rather than go through summarising each chapter, I thought it might be more helpful to list some interesting points or “Aha!” moments that I found in this book (and there were many).

On projects and project management generally:
  • Involve operations early in projects. Document operational concerns and deliver against them. Get handover documents signed, and exit project staff as quickly as possible.
  • Don’t use part time operations staff on projects, as their primary loyalty will always be to operations. Make dedicated project people accountable with project-specific targets, contracts, etc.
  • Project managers should focus more on managing relationships and taking action, and less on managing RAID logs and keeping documentation up to date. Aim to produce the desired result rather than the planned result (although if these are the same then so much the better!).
On PMO setup and development:
  • A PMO should articulate its business value at or before inception, or expect to defend the additional cost.
  • Don’t “sell” the PMO to Management. Ensure the PMO delivers real business benefits, and let these speak for you. The main source of inadequate Senior Management buy-in to PMOs is probably the result of them having been “sold” a PMO they didn’t really want or need.
  • Most PM methodologies are geared towards large complex projects, but these often make up a tiny percentage of the PMO’s project portfolio. A PM methodology needs to be flexible and scalable to suit the size and complexity of the project being managed.
  • Methodologies should only be used at all if they improve results – “Best Practice” may not be a good fit for your organisation and its projects.
  • Not really an “Aha!” moment but one I very much agree with (see my posts on Watermelon and Green Side Up reporting) – if a project continually reports green RAG statuses across the board, then the budget and timescales were probably inflated – you should expect to see a range of RAG statuses in the lifespan of any project.
  • Project KPIs should reflect the needs of the business, not some internal, myopic, PM-specific measures. As people work to targets, you may as well direct their efforts to truly desirable outcomes.
  • Measure quality not in terms of how closely the plan was followed (it may have been the wrong plan), but how satisfied the customer is with the deliverables.

To sum up, some books once read get passed on to a colleague or put on the shelf and never looked at again. For me, this is not one of those books. Now that I have finished writing this review I will be reading this book again from the start, but this time with a highlighter pen in one hand and a pad of sticky bookmark tabs in the other!

I didn’t pay for this book (it was a gift – not from the publishers!) but I think it is well worth the cover price.

A Project Prayer

The programme team I have been working with has a daily stand-up meeting that has acquired the “morning prayers”. It got me wondering – given the opportunity, what should a project or programme team pray for? Here’s what I came up with…

Our Sponsor, who art in the executive suite
Hallowed be thy business case.
Thy vision come
Thy mission be done
In actuals as it is in the forecast.
Give us this year our annual budget
And forgive us our delayed milestones,
As we forgive those who delay our inbound dependencies.
And lead us not into scope creep,
But deliver us from change requests.
For thine are the deliverables,
The outcomes and the benefits,
From Go Live into BAU,
Amen.
What would your project or programme team pray for? Let me know in the comments.

SharePoint for Project Management – How to Create a Project Management Information System (PMIS) with SharePoint (Book Review)

by Dux Raymond Sy, O’Reilly Media Inc, 232 pages, £25 RRP
Pragmatic PMO Rating: ****

This book is intended as a “how to” guide for setting up a Project Management Information System, aimed at the practising Project Manager (PM) or Project Management Office (PMO) Manager. In this it is completely successful. The book (safely in my view) assumes a reasonable level of familiarity with both standard office use of computers, and a reasonable level of familiarity with PM principles and techniques, taking this to build a PMIS, so often referred to in PM textbooks as an essential resource but rarely explained or explored in any depth.

Chapter 1 deals with what SharePoint is (a system that enables individuals in an organisation to easily create and manage their own collaborative websites), what a PMIS is (a standardised set of PM tools available within an organisation and integrated into a system), and whether you need one (if you are running anything more than the smallest and simplest projects then you probably do).

Chapter 2 deals with the structure and hierarchy of SharePoint sites, and takes the reader through the creation and customisation of the most basic elements of a SharePoint site (as a practical exercise if you have the necessary resources handy).

Chapter 3 builds on this foundation by adding PMIS elements such as a shared calendar, contacts list, risk list, and document library, using these as opportunities to explain how these SharePoint features work.

Chapter 4 covers the introduction of stakeholders, managing their access to information using groups with varying permissions.

Chapter 5 gets into the use of SharePoint’s document and collaboration features, with a good description of how document check out / check in saves us from playing “whoever saves last keeps their content”, and an overview of SharePoint’s native version controlling approach and whether you need it (you probably do!). This chapter also covers wikis, document workspaces, and discussion boards (with examples you can try out), all of which are intended to promote team collaboration.

Chapter 6 goes into the use of SharePoint’s built-in features to track project progress, with a warning against using the too-basic Project Task list as your only Gantt chart tool. There is a good detailed section on customising lists to use as fairly well-featured Risks and Issues Registers, and a section showing how to manage the items in these lists with SharePoint’s built-in Workflow capabilities. This chapter even goes so far as to show you how to build a pretty serviceable Change Control system using the workflow feature with a customised list.

Chapter 7 takes a look at the Reporting options available. This chapter helps the reader to learn how to set up special views and web parts to create a Project Dashboard, and how to set up alerts to stay informed about what’s happening in the PMIS.

Chapter 8 deals with the integration of Excel with SharePoint, showing how to achieve bidirectional information exchange. Unfortunately direct synchronisation with MS-Project is not possible, but the book suggests an alternative approach to minimise the pain (keeping the management of the MSP plan in the hands of the PM, but allowing the Project team to report updates using a task list).

Chapter 9 rounds off the book by explaining how to shut down a project and its associated SharePoint site, even capitalising on what you have learned from your experience by saving your site as a template.

The issue of how to get users to interact with and properly use a SharePoint site is dealt with in just two pages right at the end of the book. I guess that is not surprising in a book that is really aimed at the technical rather than people aspects of creating a PMIS in SharePoint, but I still found it a little disappointing as this is crucial to adoption and uptake.

Overall, if you implement all the practical exercises in this book then you will end up with a very usable PMIS for very little outlay. You will still need to convince your team members that this is a Good Thing and that using the PMIS facilities is better than storing copies of documents on their Desktop before emailing them to multiple reviewers for comment, but you will have the tools for them to pick up and use.

In a PMO role on a Programme of over 100 team members that uses SharePoint as its document repository, I have referred to this book as my SharePoint ”Bible” most days; as a result it has quickly become well-thumbed! I would recommend this guide to anyone wanting to set up a low-cost, practical PMIS and who wants guidance on how to do this without getting bogged down in technical minutiae.

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What has the PMO ever done for us?

What has the PMO ever done for us

With all due acknowledgement (and apologies) to Monty Python’s Flying Circus, whose film The Life of Brian inspired this post.

THE INTERIOR OF A DIRTY CITY PUB. A SHADY BACK ROOM WITH A CONSPIRATORIAL ATMOSPHERE. We join a meeting of the Project Managers’ Revolutionary Front, where Brother Reg (the chairman of the meeting) is proposing a motion to the members (all Project Managers), and a CxO guest.

REG (gesticulating at a complex diagram on a flip chart): …So we break into the PMO, set fire to the methodology and sabotage the automated status report reminder email! Who’ll second me so we can take a vote?

[Apathetic silence]

BRIAN (a project manager): Are you sure we should actually be ransacking the PMO, Reg? I mean, some of the stuff they do is really quite useful…

Reg: Useful?!  Don’t make me laugh! What has the PMO ever done for us?

Brian: Well, the project management methodology makes sure we all talk the same language; before we had a PMO we didn’t know whether we were using PRINCE2® or the PMBoK®!

NIGEL (another project manager): That’s right Brian, and they update the methodology with Lessons Learned so it’s relevant to our projects and not over-bureaucratic…

SISTER SUSAN (another project manager, under her breath): Unlike these meetings…

[Sniggers all round]

Nigel (quickly): They do health checks to identify where our projects may be at risk, and help us to bridge the gaps.

Susan: And they develop user-friendly document templates to save us time

Reg: OK, so there are two things the PMO has given us…

LORETTA (a CxO): Well, they distil all the project reports into concise, executive-friendly information so that we know what’s going on.

Brian: …and they build project plans that we can actually use, rather than just stick on the wall and ignore like we used to…

Loretta: …and they prepare exec-specific views of the plans…

Reg: Well yes obviously planning, but what else?

Nigel: They keep an eye on the details for us…

Brian: And that’s where the devil is, isn’t it people?

[Nods and murmurs of general agreement]

Nigel: Yeah, like actions for completion; risks for review…

Brian: Exactly! They liberate us to manage our teams to deliver on time, to quality, and within budget.

Reg: Alright, I accept the PMO vitally underpins delivery of the project portfolio, but apart from methodology management, terrific templates, intelligent information, practical planning, and monitoring the detail, what has the PMO ever done for us?

Susan: Well, remember those “zombie” projects that we should never have started but that just wouldn’t die? They got those stopped…

Loretta: And that freed up some budget for projects that actually deliver benefits!

Reg: Hmm, this meeting isn’t really going the way I planned it.

Susan (just loud enough for everyone except Reg to hear): Maybe he should have got the PMO to run it!

[Amused guffaws. Reg looks frustrated. The laughter fades into awkward silence; the meeting seems to have rather lost its purpose]

Reg: All those in favour of going for a curry?