PMOs perfectly positioned to help make project products persistent

How PMOs can smooth the path of projects, to help make changes more “sticky”

Photograph of the London Eye, superimposed with the text "PMOs perfectly positioned to make project products more persistent"

A while back I attended a PMO FlashMob discussion facilitated by Ranjit Sidhu of ChangeQuest and hosted as usual by Lindsay Scott of Arras People.

This session was on how PMOs can help projects to deliver organisational change more effectively. There were several interesting take-away messages, of which I found the most interesting to be:

  • If you want a change to “stick” (without people reverting to the old way of doing things), it is just as important to get the people ready for the change (Change Management) as it is to get the change ready for the people (producing project deliverables).
  • The most successful Change projects allow stakeholders time to “grieve” for the old ways, and time to become familiar with the new ways. These projects put in consistent effort to maintain momentum on the journey from the “as is” to the “to be”, until the post-change ways become “the new normal”
  • Small pilots (preferably including some vocal objectors) can generate early successes that can be used as good news stories to spread the word and help to form positive opinions.
  • Change projects may well be asking BAU workers to carry extra work above and beyond their “day jobs” (with all its targets and objectives). During major changes, a significant proportion of people experience sufficient stress so as to pose a risk to their mental health. What can projects do to help organisations come through the Change experience still healthy?
  • Just telling people about the Change and what will happen will only get you so far. Listening to stakeholders and demonstrating what you have done with their feedback will get you much farther.

PMOs (especially PfMOs) have a unique position on the interface between the projects being carried out to effect organisational change, and the people out in the wider organisation who experience the change happening to them. So PMOs can help changes to stick by:

  • Including change management themes in project reporting (at least as a RAG category, or preferably as a measured deliverable).
  • Devising and delivering approaches to express change management as a quantified KPI.
  • Becoming the “eyes and ears” of projects; picking up informal stakeholder views on projects.
  • Project and Programme PMOs can also make change easier internally by providing good quality inductions for new project team members.

So those were the key points for me (Lindsay’s are here) from what was a very informative and useful session on how PMOs can help to make change “sticky”.

© Copyright Pragmatic PMO Ltd, first published in 2015

Spontaneous teamwork – the best kind?

Spontaneous teamwork - the best kind

I recently saw a great example of spontaneous teamwork. I was making my way up one of those very long escalators you find in London tube stations. Some way above me and ahead of me, a woman took off her hat and put her hand on the moving hand rail, but without realising it let go of her hat. The hat slid quickly down the steeply sloping polished surface next to the hand rail. It slid past several people but a man about ten rows behind the woman caught the hat. The hat was then passed forwards by various people and within little more than ten seconds was returned to the delighted and grateful woman, who until then had not even realised it was lost.

I noted several observations from this little scene:

  • This team formed completely spontaneously – no-one was assigned roles or organised from above (but then this was a very simple little task)
  • Nobody told the team what to do – they saw there was something that needed to be done, and they did it
  • No-one in the team had anything to gain from their actions, except the satisfaction of doing something good, and of seeing the woman’s smile when her hat was returned (although granted they were there anyway and it was very little trouble to them to help her). She was positively beaming – I think it was an expensive hat!
  • The recipient was delighted with the result because she got something she wasn’t expecting.

So how can we apply these observations to teamwork in project management? Here are my thoughts:

  • If you are lucky enough to have an experienced and mature team, let them organise themselves as far as possible – show them what needs to be done and then hold back, only stepping in if it looks like it’s not going to work.
  • Explain to the team what the end goal is and that you need their help. They will feel more motivated to contribute if:
    • they can see what the goal is and agree it is worthwhile
    • they can see how their actions contribute to reaching the goal
    • they will receive recognition for achieving the goal
  • If you want to delight your sponsor, you can deliver a little something extra that they didn’t know about (but that is easy and cheap for you to provide, that the sponsor finds desirable and that they didn’t have to pay any extra for!). B.Be careful here though, as they may expect similar extras in future that are difficult and expensive for you to provide, and providing too much as free extras could lead to your sponsor undervaluing the delivery they did pay for.

What do you think? What PM lessons occur to you from this little scene?