How PMOs can smooth the path of projects, to help make changes more “sticky”
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
How learning groups spontaneously form and disperse…
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!) Continue reading “Strategies for social CPD – Creating a PM community”
- 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!).
Continue reading “Stakeholder-led Project Management (Book Review)”
This book addresses a gap in the Project Management literature – how people and their behaviours contribute to project failure, and shows the reader how psychology can improve the chances of project success.
Continue reading “Project Psychology (Book Review)”
Let me start by saying that this is BIG book. As it would take me a very long time to read the whole thing (and I doubt that the book is meant to be used that way) I will base my review on a selection of chapters that appeal to me rather than the whole thing. Continue reading “Gower Handbook of People in Project Management (Book Review)”
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… Continue reading “Spontaneous teamwork – the best kind?”
This book aims to improve Project Managers’ understanding of their projects’ stakeholders, and in doing so to improve the quality of engagement and hence project outcomes.
It starts by stating the obvious (but easily forgotten) truth that project stakeholders are all human beings (hmmm, not sure if I can say that applies to all the stakeholders I’ve dealt with…) with all the emotions, personal agendas, hopes and fears that entails. It crucially points out that they may not care about or really support the project (even if they say they do), and that behind the scenes they may even be working really hard to ensure it fails. Continue reading “Dealing with Difficult Stakeholders – A Practical Guide (Book Review)”
As a project manager, there are a few things you want in a project sponsor:
- A genuine interest in the success of the project
- Sufficient “clout” and credibility to argue for the project’s priority against other projects
- Availability to give ad hoc direction, sign off key documents, etc., as and when required
Failure on the part of the sponsor to fulfil any of these criteria can cause the project serious problems.
You might think that the sponsor’s interest in the success of the project could be taken as read, but this can be lacking, especially if the sponsor did not initiate the project but was “volunteered” for the role (usually by their boss). Continue reading “When the Project Sponsor is just too important to be effective”
At a recent PMO FlashMob event, I got chatting with a few FlashMobbers about what can be done with the Lessons identified in project closure reports. There were split opinions in the group:
- Some thought that Lessons are usually specific to the Project concerned, and are only useful in later stages of the same project, or in running future projects that are very similar to the one from which the Lessons were learned;
- Others (including me) thought that it is possible to extract more generic learning from at least some Lessons that can be implemented across many projects (even those that are different from the project that identified the Lesson), perhaps by adding or making a small change to a checklist, template, approach, BAU process or corporate PM methodology, or by including the Lesson in PM training or coaching.
I have written before about Lessons Learned and my ideas on how to use them, but I thought it might be fun to try an experiment, with which I would be grateful for your help. Continue reading “Lessons Learned: Specific or Universal?”
…a Case Study showing one approach to evaluating whether a project should be cancelled or completed.
Continue reading “When the Client wants to Pull the Plug”