Want to make it as a program manager? There are loads of skills you need to succeed.

Let’s face it – there are loads of skills you need in every job, so let’s not overwhelm ourselves. In this article, I’ll share the skills that have been the most useful for me in the role.

I’ve worked as a program manager for a few years now so I can tell you the top program management skills that I use each day. As it happens, they are also the most likely skills you are going to see on a program management job description.

If you’re wondering what program management skills and competencies you should be highlighting on your resume, I’m about to give you a shortcut to showcasing exactly what employers are looking for.

Different types of program management skills

An average salary for a program manager in the US is $137,776, according to PMI’s Project Management Salary Survey—Thirteenth Edition (2023). It can be a very lucrative career, so it literally pays to have the right skills!

And what skills do program managers need? They need a blend of both technical and soft skills.

Technical skills

Technical skills are what you use to complete tasks that have lower involvement with other people. For example, using your project management software, budgeting and forecasting (although you would involve Finance for that) and scheduling.

These are similar skills to what you would use to manage complex projects.

Interpersonal skills

Interpersonal, or power skills, to use PMI terminology, are arguably more important than technical skills. These are the ones you’ll use talking to stakeholders, working with project teams and collaborating with vendors.

Good program managers have a blend of both, plus business acumen and the confidence to get the job done.

Let me share some specific, key program management skills that should be on your resume if you are job hunting this year.

These are in no particular order!

1. Benefits management

I’ve probably hammered home the role of benefits management and realization enough already in other articles but benefits should always be top of mind.

Are we getting what we planned? How close are we to turning the ideas into tangible outcomes for the organization? Do we have trackable measures and baselines against which to track?

The project goals should lead directly to the realisation of benefits identified in the program business case.

2. Dependency management

Dependency management is one of the top program management skills you’ll need to develop.

Project dependencies are managed by the project managers, but they might escalate up dependencies that you should be managing at the program level, for example those that are between projects in the program.

A big role for the program manager is juggling these so the right people are working on the right projects at the right time and nothing is held up because a dependency was overlooked.

Experience in project management will help here, because it’s basically the same skill as you use when managing dependencies on projects – they are just at a different level.

3. Collaboration skills

A study by KPMG reported that 70% of managers felt that having a capable and experienced delivery team is a key success factor for transformation projects, so being able to create an environment where your team can do their best work is crucial.

You’ll be facilitating cross-departmental collaboration and making sure people on different project teams work effectively together.

4. Governance management

Program governance happens at 3 levels:

Project level

The project manager/project sponsor keeps the individual projects on track and reports progress to you. You’ll make sure that project management processes are being followed, with the support of the PMO.

Project managers would choose the project management methodology that is appropriate for delivery, which means the program may contain projects that use agile, predictive, iterative, hybrid approaches.

Program board

The program manager and program board control the program i.e. by deciding on risk management measures, holding projects accountable and tracking progress.

They hold you accountable for the program outcomes.

Organization

Could be the PMO or the executive management – the group that the program manager reports into. This is the corporate level that challenges and holds the program board accountable for delivery.

In addition to these 3 layers, you might have to report into various forums or committees, depending on your organization structure.

5. Reporting

Reporting, as it is with projects, should be a mix of looking forward and looking back. You’re creating program board reports focusing on progress and variances, providing recommendations and decision papers.

At the same time, you’re forecasting forward, looking for trends, seeing off risks and trying to plan ahead. Apply some critical thinking to how you report – your readers don’t need to understand the teeny details of each project so think about what information you are escalating up.

6. Leadership

Leadership skills are really important because program management roles are typically at a more senior level in the PMO than other roles, so you’re setting the tone for the way work gets done.

You might also find yourself mentoring project managers.

7. Stakeholder management

Or stakeholder engagement, as I prefer to call it. Especially at program level, you aren’t managing the behavior and contribution of other people, you are facilitating it.

The role here is to identify stakeholders, ensure they receive the information they need creating an environment where they can contribute in the best way possible.

Project stakeholders, especially senior ones, often have program roles too. For example, project sponsors would sit on your program board. A RACI matrix or roles and responsibilities document would help you make sure roles are defined.

8. Communication

Communication skills are used in every job, including project management, but they are really important for program managers.

You’ll be communicating up to senior executives and the portfolio management team, across to peers and PMO colleagues, and down to team members on individual projects.

The program manager role includes defining and creating a communication plan and establishing the right communication methods (without duplicating anything that is happening at project level).

9. Resource management

Resource allocation happens at lots of layers in a project-based organization. Some of that is going to be at program level.

The challenge I’ve found with resourcing program-level tasks is that they can be seen as bureaucracy. If the projects are running well, why do we need a program manager pulling it all together?

The other aspect to program resource management is making sure each of the projects has the resources they need to progress at the pace you need.

10. Strategic thinking

Being able to see the big picture is important for program leaders. You’ll be linking organizational goals to the work the program is doing and ensuring you stay on track.

It helps you communication progress towards the vision to senior leaders and the team.

It will also help you spot potential risks because at program level, the risks tend to come (in my experience) from external influences.

11. Organizational skills

Effective communication and strategic thinking is going to help you with organizing the work in the program. There’s a bit more to it than project planning because you’ve got to juggle the competing needs of projects.

You’ll be taking each project plan and creating an overarching program plan. Then you’ve got to make sure that everything is tracked and monitored, and under control to the extent that milestones don’t slip and all the component parts of the program work together.

What if you don’t have the skills?

There are 2 schools of thought for what to do if you don’t have the skills required to do the job.

First, you can work to get them. There are plenty of training courses for program managers as well as degree courses. Plus, nothing is better than practical, real-life experience! See what experience you can get in your current role.

The second approach is to recruit to fill your gaps. If you don’t have the skills, maybe you don’t need them. We can’t all be good at everything.

Consider hiring someone who is good at what you are not interested in doing or skilled at. Building a balanced team will mean you’ve got all skills covered, without having to have them all yourself.

Where to next?

There’s a lot more that goes into being a successful program manager, but hopefully that gives you an idea of some of the main things to consider.

What I’ve shared is more than just a list of program management skills. It should be the foundation of your professional development. It will help you identify gaps in your knowledge.

The best program management skills are the ones that are going to give you an edge in getting a job and excelling at the job once you’ve got it.

You’ve got this!

This article first appeared at Rebel’s Guide to Project Management

The post 11 Program management skills employers expect in 2024 appeared first on ProdSens.live.

Wondering what a progam is, and how it’s different to a project, and why some leaders in your team manage programs and projects, and some only manage projects?

I’ve been program managing on and off for a good chunk of my career. While my official current job title is Senior Project Manager, I led a program in my last job and have led programs in this role.

I’m also the author of Managing Multiple Projects, which is a book about juggling all the things at work — and program management skills will definitely help you there!

You might be thinking of stepping into a program management role, or want to know how a program works in practice and whether it makes sense for you to start to organize your projects in that way.

That’s what we’ll be looking at in this article. You’ll learn what a program is, why it’s worth organizing work into programs, projects vs programs and how they differ, and the different types of programs you might find in your organization.

Plus, at the end, I have some further reading recommendations for you of the best program management books from the ones I have read.

The definition of a program

What is a program in project management terms? Here’s a definition.

The Praxis Framework defines it like this:

A collection of projects managed in a co-ordinated way to create benefits for the host organisation.

Praxis Framework

In other words, it’s a collection of related projects AND BAU activity that together deliver substantive change that cannot be achieved through a single project.

Whichever you think is the best description of program management, all the professional bodies will use similar language to describe grouping projects together for the purpose of delivering something bigger.

And that brings us on to the purpose.

What’s the point of a program in project management?

The purpose of a program is to tie together related work in a way that makes it easier to deliver a strategic goal.

If you work on a program, either as a project manager, or in a program office role (or as the program manager) you’ll know that the goal is that your work contributes to the organization’s strategic objectives.

Program and project management makes it easier to manage resources and expenses because you can juggle priorities and manage multiple projects.

As long as you know where you want to get to overall, you can broadly make sure that you achieve that with the resources and budget that you have.

Project vs Program Management

Project management delivers a single output. Program management delivers a business goal via a collection of projects.

Programs can be transformative, although large projects can be too.

I have done both. As a program manager, I ran a collection of related projects with the goal of delivering improvements across the business on a large scale.

As a project manager, I ran complex projects with plenty of workstreams, but there was only one objective and one output.

For example:

Program: Digitize all our processes — this is a large scale goal that would involve many teams and many projects to achieve.

Project: Migrate the accounting software to a new tool — this might be a complex project that affects many staff, with serious implications for process re-engineering and training, but it’s just one initiative.

Differences between project and program management

The key everyday difference for us as project professionals between project and program management is the work that you do every day. A project manager keeps the project moving forward, unblocking issues and focusing on schedule, quality, deliverables and everything else.

The work of a program manager

A program manager oversees the work of several project managers, ensuring the program overall is balanced and has a coordinated approach to risk management, resource management and budgeting.

You’ll be liaising with executive management and building relationships with project managers, looking at the larger strategy, liaising up to the portfolio management team, looking at business processes and cost control.

I have a detailed guide on what it takes to be a great program manager, so go ahead and read that next if you want more details on the role.

Program structure

First, let’s look at how programs fit into the project/program/portfolio way of looking at work.

Programs are collections of projects and BAU work that together will deliver an overall goal. Programs can be part of a portfolio or standalone. They can include a couple of projects or lots.

The picture below explains the program structure, with regards to how it fits into the rest of the project management jargon.

Within a portfolio of projects in the organization, you’ll have some that are managed as a program and others that standalone.

A project sponsor will head up a project; you might have a senior business leader as the program sponsor.

Different types of program

Did you know that there are three types of program? Yes, there are! They are:

• Visionary programs
• Emerging programs
• Mandatory programs.

They are all valuable, but each has particular quirks which change how the team works and how they are managed. Let’s look at each of those in turn.

1. Visionary programs

“I have a vision…”

A vision-led program is where the senior leaders have a specific idea of what they want the organization to look like when the work is complete.

These tend to be transformative programs, delivering organizational or cultural change such as a restructure or fundamentally changing the operating principles of the business (going paperless, for example). There might be an element of product management involved too.

In this type of program you’ve got senior leadership support – and while it may sound obvious to say that, oftentimes you don’t have the sponsorship required in project management, so it’s a good thing that it is present here. It’s very much a top-down approach.

How these programs start

Management will have come up with an idea of the future state of the business in a strategy session, and the program is the practical way of getting there.

There will be a number of projects required to achieve the goals in the strategic plan, so you could find yourself working on one of the projects delivering a component part, or in the program office itself managing the overall delivery.

There’s a strong commitment to the vision and what it will do for the company, and you’ll find that everyone gets behind it (or at least, most people) because they see that they have no choice: the company is changing anyway.

This makes the change relatively easy to handle but does mean the program team have to spend more time looking for people who are going to adversely affect the program but aren’t prepared to say so out loud for fear of appearing not to be committed to the upcoming changes.

While it helps in many ways to have such overt senior support, it does push resistance to change underground!

Read more about the role of change management on projects and programs.

2. Emerging programs

This is perhaps the hardest type of program to get involved with: programs that don’t start as programs but that grow into one by default.

It happens because the business kicks off a number of projects that are loosely connected. Over time, people realize that they are struggling to secure similar resources and that there is an overlap with some outputs or deliverables.

There may even be concern that benefits are double-counted. As a result, a program framework emerges so that everything can be brought together under a single leadership structure, with better coordination and communication.

One of the challenges with this type of program is finding ways to align the projects. It starts with having decent project scheduling software because then at least you can see what each individual project is doing and when.

Then you can start to pull together resource schedules, dependencies and costs to create a common structure. It is possible to do this, but it takes work and oversight, and it isn’t easy!

Issues with emerging programs

The trouble with trying to overlay program management approaches on to a collection of related projects is that you will be trying to standardize working practices and reporting lines across a number of projects where those approaches are already in play.

You’re trying to change the way people work, and to a certain extent, the freedom of operation that they used to have. That can create resistance from the project leadership teams, so the focus for the program manager here should be on bringing people together to see the benefit of working as a program team.

If you can highlight the benefits (access to shared resources, less rework etc) then hopefully you can build a strong program team from the bottom up. Otherwise, this guide to how to recover a troubled program might help!

One way to do this is to use an organization chart to define roles within the program. Get a free org chart template here.

3. Mandatory programs

Finally, you’ve got mandatory programs of work. There is nearly always something that falls into this category happening at any given time because we’re managing programs in a changing world.

For example, new legislation might generate four or five different things that the business needs to be aware of.

These could be separate projects, but because the legal resources and budget are held centrally it’s easier to manage those projects as a program to monitor the overall position for the company’s compliance.

An example of a mandatory program would be GDPR. Businesses needed to implement changes across HR, records management, IT, Marketing and Customer Services – and probably more.

The outcomes of projects in mandatory programs are likely to be new policies, updating terms and conditions, implementing process changes to comply with regulation and similar.

You are unlikely to be launching new products – these projects are all about keeping the company compliant with trading rules and ensuring you all stay in a job. That makes them interesting, and also as the organization has to do them, generates a fair amount of buy in that makes it easier to get things done.

Next steps for the aspiring program manager

Program management is the next natural step for many people after a career in project management.

Read my guide to the role of program manager to see if it’s something you’d like to do.

Program management is a useful addition to the organization (although be aware for it to be considered a bit of a bureaucratic overhead for some stakeholders).

If you’re thinking of setting up a program management approach within your organization, go for it! You’ll quickly be able to see if it is adding value by allowing your teams to collaborate more effectively together, manage resources more efficiently and get closer to your strategic objectives.

Quick answers

Book Recommendations for Program Management

• APM Introduction to Programme Management
• Program Management. Here’s my review of Michel Thiry’s book.
• MSP Survival Guide to Programme Managers (MSP is the framework I use for program management)
• Managing Successful Programmes (this one is my go to guide)

This article first appeared at Rebel’s Guide to Project Management

The post Program Management: Your get started guide (by a real program manager) appeared first on ProdSens.live.

Every project provides valuable experience – positive as well as negative. The good news is that you can derive new insights and benefits from both! In the end, every experience can be helpful for future projects – and thus contribute substantially to future successes. Yet, how can you consciously take up this knowledge, channel it and pass it on so that it provides a real benefit? A well-known method for this is Lessons Learned in project management.

The following chapters will address this method:

• Lessons Learned definition
• Example of a possible approach
• Phase 1: Informing and building the team
• Phase 2: Gathering insights
• Phase 3: Workshop preparation
• Phase 4: Lessons Learned workshop
• Conclusion – Lessons Learned in project management

Note: Find an article on Retrospectives for Agile Projects here. This is the equivalent of Lessons Learned in traditional projects.

Let us begin with a definition of Lessons Learned.

Lessons Learned Definition

Lessons learned refers to the written documentation and systematic collection, evaluation and summarization of experiences, developments, tips, errors and risks from projects. Observing and avoiding these can prove useful for future projects. (Source: Wikipedia in German language)

By now, Lessons Learned has become an integral part of project portfolio management. When applied and implemented correctly, this method can be a part of your strategy for success!

Both in project management and in the PMO, the Lessons Learned method will support you in deriving insights from past project situations. What this means for new projects:

• Avoidance of mistakes
• Reduced risks
• Seizing of opportunities
• Increased project quality

Lessons Learned can be applied in different ways. This article will introduce you to an example of a proven approach.

How Is the Lessons Learned Method Applied?

There are many ways to apply Lessons Learned in project management. Which type of approach are you familiar with?

In my experience, Lessons Learned is often only practiced at the end of a project with a simple survey of the project team.

The two classic questions are:

• What went well?
• What went badly?

The respective answers tend to be similarly superficial, as the participants may:

• Not be bold enough to say anything relevant.
• Not have had or taken the chance to prepare anything.
• Know that their statement will have no lasting effect.

Hence, this will often result in people saying what the others want to hear. Which usually is: “All went well.”

Obviously, Lessons Learned in project management can do more than that. However, it needs more room in the project. Otherwise, there will be no time to consciously apply Lessons Learned and thereby generate added value.

Sign up for our TPG Blog Newsletter now and never miss another blogpost.

Example of a Possible Approach

As previously mentioned, there are many types of Lessons Learned in project management. You will get to know one possible approach below. It is a methodology accompanying the whole length of the project – from start to finish.

The implementation consists of 4 phases:

1. Informing and building the team
2. Gathering phase
3. Preparing the workshop
4. Workshop

Phase 1: Informing and Building the Team

Inform your project team at the very beginning of the project that you will be applying the Lessons Learned method. This will foster transparency and understanding.

In the process, it is important to demonstrate or explain the way in which you will apply Lessons Learned.

In addition, you can use this address to inspire and motivate your team to use the method and to clear up any potential misunderstandings as well as to figure out the team’s expectations.

Subsequently, you will decide – depending on team size and structure – who will be counted as “actively involved”. You can do this alone but are equally welcome to decide this together with the team.

When building your team, make sure you include people from different areas of the project. This will enable you to capture diverse points of view.

Only those participants count as “actively involved” who take part in shaping the Lessons Learned and take on an active role. These can be selected individuals from the different project areas or the whole team. This depends on the situation and the size of the project team.

Our tip: Make sure the number of people does not end up being too high. After all, the same individuals will be the participants of the later workshop. In my experience, 3 to 10 people is a good size for a Lessons Learned team.

Phase 2: Gathering Insights

Throughout the whole project, you will be in the so-called gathering phase. During this time, every actively involved participant is called upon to document insights, experiences, impressions, etc. – positive as well as negative.

It is the collection of information that may have relevance for the subsequent Lessons Learned workshop.

To make it easier to gather information, a so-called logbook may be helpful. This is where you and your team can note down what happens on the project. This does not have to be too detailed, but it should briefly report the situation.

Our tip: The logbook can be a simple Excel table. For greater consistency, it makes sense for everyone actively involved to have the same logbook. Consider giving the logbook to the active participants symbolically as a little present. So far, this has always created a much more positive atmosphere.

Phase 3: Preparing the Workshop

The workshop is the centerpiece of this Lessons Learned method. Therefore, it requires sound preparation.

Alongside the organizational matters, such as workshop materials, booking the room, etc., the preparation of the contents and order of events is key.

You need to resolve one vital question:

What topics should be covered in the workshop in order to provide the greatest benefit and the highest relevance?

For this, it is advisable to narrow down the subjects to key experiences on the project. These are the topics you should deliberately cover in the workshop.

The basis for topic identification: hold talks with your participants and thus filter out the key experiences!

To obtain a selection of correct and vital topics, you can hold talks with the active participants. This is where the logbook comes in handy. After all – if the logbook keeps a good record – it provides everyone actively involved with a mishmash of topics to choose from.

From these talks, you subsequently select the most pressing and frequently mentioned incidents.

It is important to get a good mix of positive and negative aspects, since Lessons Learned includes both areas.

Make sure you obtain a good mix of positive and negative aspects when compiling the topics. This will keep all participants motivated.

Phase 4: Lessons Learned Workshop

All previous phases were geared towards the Lessons Learned workshop. The workshop is the highlight of the method.

It is where you and your team actively work with the experiences, deduct insights and obtain recommendations for action.

To begin with, let us look at the group of participants and the agenda.

The workshop should include the following participants:

• All “actively involved” people
• The project manager
• Stakeholders (optional, but this will foster transparency and trust)
• A moderator (optional but useful)

The moderator should be from outside the project and your group of “active participants”. This means he or she should not come from the project discussed in the workshop. This makes him or her a neutral person able to conduct the workshop without bias.

Ensure that the moderator of your workshop does not come from one of the projects discussed.

The agenda takes participants through the workshop and shapes it accordingly, as you can see in the example below:

1. Welcome address & project presentation
2. Round of introductions & expectations
3. Introduction
4. Rules
5. Emotions
6. Presentation of topics
7. Analysis of topics & recommendations
8. Result
9. Next steps & transfer
10. Round of feedback

1. Welcome Address & Project Presentation

The moderator opens the session and welcomes the participants. The agenda is presented.

As part of the introduction, the moderator briefly expands on the project, e.g. via a milestone plan.

2. Round of Introductions & Expectations

All participants briefly introduce themselves and state in which area or role they acted in the project. In addition, all participants mention their individual expectations of the Lessons Learned workshop.

It helps if the moderator takes down these expectations on a flip chart so that they can be referred to in the feedback round.

3. Introduction

The introduction gives the moderator the opportunity to elaborate on the approach. This ensures that all participants have the same knowledge level and clears up misunderstandings.

For instance, you can answer the following questions:

• Why do we conduct this Lessons Learned workshop?
• Who is the initiator?
• What has been the preparatory work?
• What is the focus?
• What is the goal of the workshop?

Our tip: You could consider asking these questions in the plenum thus facilitating an exchange amongst the participants. This will lighten up the mood, as all participants tend to be very tense at the beginning.

4. Rules

Especially for Lessons Learned workshops, we advise you to introduce rules.

The reason?

Very often, the topics are emotionally charged. Rules support the participants and act as a guiding principle. The moderator can present these rules briefly and elaborate on the individual points.

The box below shows an example of workshop rules:

Sample List of Workshop Rules

Please note:

1. Think in solutions
2. I-statements (what have I learned; what would help me)
3. No finger-pointing
4. We are a team – hierarchies are dissolved

… and we’re allowed to laugh

5. Emotions

After the first two introductory items on the agenda, it is time to begin the operational part of the workshop.

Use emotions to get started. For example, the moderator can ask the participants to portray their emotions regarding the project as a whole. These can be visualized centrally where everyone is able to see them.

For instance, the question could be as follows: What do I feel when I think of the project as a whole?

Overall, this will create a good overview of the project or rather its atmosphere.

Our tip: Use smiley cards to capture emotions. Alternatively, you could use a scale of numbers from 1 to 10. 1 for ‘really bad’ and 10 for ‘absolutely thrilled’. As smiley cards, you can just use Post-its or moderation cards, on which the participants can draw their emotion with colored pens.

6. Presentation of Topics

Next, you present the topics which you or the team have selected during the talks in the preparation phase. You depict the individual topics to make them visible for all and provide a short explanation.

It is important that the plenum agree with the current choice of topics. Depending on the situation, you can now make changes.

Our tip: Always keep this point very open to debate. This allows the team to shape the workshop together and to put together the topics as a group.

7. Analysis of Topics & Recommendations

Analyzing the topics is the centerpiece of the workshop. This involves looking at the individual topics and working out recommendations for action.

To support the participants, you can revert to the central questions outlined below:

1. Cause: How did this situation arise? What was the crucial factor?
2. Effect: What was the consequence, the result, the corollary?
3. Recommendations for action: What worked out well; what could have been better?

The central questions in the workshop: how did this happen, what was the consequence and what went well?

This part is a classic teamwork piece. It is possible to handle it in small individual groups or in the big group with the aid of the moderator.

Please keep in mind that recommendations for action do not only come out of negative situations. There are also successful incidents in projects that you can recommend for the future.

Watch out: There is no model solution!

As every project, every project progression, every project team is unique, the corresponding recommendations for action will also be individual.

Recommendations for action which are useful for one company may be practiced in a different way at another company. At yet another company, they may not be possible to implement at all due to the organizational structure.

But that is the beauty of Lessons Learned in project management: aspects and possibilities that are not in the textbooks may arise from workshop and teamwork.

Feel free to be creative in this respect! The only important thing is to achieve an actionable result.

For example:

• A short daily stand-up meeting with the project team during the project phase to optimize the flow of information.
• A different naming or structure for the project folders in the file store to simplify the search process for documents / information.
• An improved formulation of the requirements and the prioritization. What can be helpful are custom-made templates based on the MoSCoW rule (Must / Should / Could / Won’t have). They make the stakeholders’ expectations more tangible.

 

8. Result

The focus of this part is on the results of the presentation of topics. Now, there is a constructive discussion of the topics in the plenum. What follows is their clear formulation and documentation.

The goal is for every recommendation for action to:

• Make sense for every participant
• Be meaningful and applicable
• Find acceptance in the whole team

Work through the individual topics one after another. Thus, you end up with a recommendation for action for each point – ready to use for future projects.

9. Next Steps & Transfer

Once you have finalized the recommendations for action, it is necessary to settle the next steps. This could involve scheduling a follow-up meeting to discuss further points which have come up during the workshop.

Another interesting read: Why Have a Project Management Office (PMO)?

Moreover, you could address additional topics such as “communication” and “transfer of information”, e.g.:

• How can we carry the recommendations for action into future projects?
• Where and how can we file them so that other departments or project teams can use them?

Our tip: Pay particular attention to this part of the workshop! After all, it is where you decide how the information acquired in the workshop will be passed on to other departments and heads – hence it is essential for the PMO.

10. Round of Feedback

The feedback round is the conclusion of the Lessons Learned workshop. You are almost there!

This is every participant’s chance to recall the workshop and give feedback.

Likewise, the moderator can dwell upon the participants’ expectations taken down at the beginning of the workshop.

The session ends with the windup, i.e. the expression of thanks to the participants and the break-up of the workshop.

Conclusion – Lessons Learned in Project Management

Lessons Learned in project management is a good method for the conscious and sustainable generation of knowledge from experience.

In principle, the idea is to actively engage with the particular Lessons Learned topics or even create pivotal moments (aha effects). This will fix the knowledge better in the minds and support the learning effect.

In this article, you have learned about the most important aspects of implementing an exemplary Lessons Learned method. It has 4 phases:

1. Informing and building the team (communication & assembling the team)
2. Gathering phase (gathering of topics during the project)
3. Workshop preparation
4. Workshop

What is more, you have learned that Lessons Learned in project management always has to be individually adapted to the project at hand. Hence, there is no magic formula. Thus, it is important to see all examples used in the article as suggestions rather than as guidelines.

The benefit for you? Use this Lessons Learned guide to identify and implement potential for optimization in your projects!

In our experience, it has always been worth it. Have you had similar experiences?

Our final tips:

Get to know the individually adaptable “PPM Paradise” – the optimal environment for your enterprise-wide project, program, portfolio and resource management (PPM). Download the free eBook “The PPM Paradise” now (just click, no form).

And sign up for our bi-weekly blog newsletter with information on more hands-on articles, eBooks, etc. to improve your project management maturity level.

Any questions? We are happy to answer them and look forward to your comment in the comment field below.

About the author: In her over 25 years of professional experience, Sonja Bannick has worked in various positions. So far, she has gained experience as a founder, head of operations, senior business consultant and as a managing director in various industries.

Her core expertise includes holistic management consulting (strategy – people – organization – technology), managing teams and departments and developing them further. Project management has always played a central role for her.

Since 2011, she has been keeping her own blog on-operations in her spare time, in which she takes up topics from her business environment and describes her views.

Der Beitrag Lessons Learned in Project Management – How to Do It Right erschien zuerst auf Blog Project Management for Companies.

The post Lessons Learned in Project Management – How to Do It Right appeared first on ProdSens.live.

Have you been asked to pull together a strategy planning meeting agenda? And you’re wondering what other people do in their strategic planning sessions… I’ve been there!

In this article, I’ll explain what a strategic planning meeting can cover and share a sample agenda you can customize for your strategy sessions.

Strategy planning doesn’t just happen. You can’t put people in a room and expect there to be a 3-year plan at the end of it. The conversations need a structure to help keep the pace and ensure the meeting runs smoothly. And that’s where the agenda comes in, as part of your pre-meeting prep.

What should a strategic planning meeting include?

A strategic planning meeting should include:

• A review of organizational objectives
• An assessment of how you are doing against those objectives
• Decisions around what needs to be sped up, slowed down, started or stopped in order to better align activity with the objectives.

If you think about the point of having a strategy discussion, it’s really to either define the strategy or to decide if you are on track with delivering the strategy. What you need to include in the meeting has to tie back to those points.

In other words, what do you want to get out of your strategic planning process? Is it a new strategic plan? An update to the last one because something drastic has changed? A review with some ‘light editing’ to ensure decisions are being taken that keep you on track to meet your goals?

What goes into your meeting (and therefore, your agenda) will very much depend on where you are in the strategy planning cycle.

When do strategic meetings happen?

There’s no fixed cadence for strategy conversations. Some businesses use quarterly meetings. Some might do a lot of planning during the existing structure of board meetings. As long as sufficient time is put aside for strategic thinking, you can set whatever frequency of meeting you like.

I would recommend quarterly review sessions, with a longer goal-setting session once a year, but do whatever works for you. If you are putting together your first strategy or doing a complete overhaul, you’ll need to spend a lot more time on it to get the strategic process set up and the relevant data collected.

Planning a successful virtual strategy meeting

Strategy meetings tend to be quite long. You might put a full day or even two aside for your planning, perhaps another full day the following week for the follow up.

For that reason, it’s often better to do them in-person instead of remote, but do what works best for you and the team.

Personally I would prefer to meet in person as in my experience you get better engagement with the process.

If you have to hold the workshop remotely, with people dialling in, make sure you schedule enough screen breaks. I put a break in at least after every 90 minutes — people just can’t focus for that long.

You can also use breakout rooms to set people up to work in small groups (in person or remotely using your collaboration software) so they can interact more easily.

Sample strategy planning meeting agenda template

Every effective meeting needs an agenda, and the great thing about strategic sessions is that you can tailor the agenda to cover the topics that would be the most valuable to wherever you are in the planning cycle. The strategic planning agenda below assumes you are meeting in-person, and is suitable for a strategic review session.

9.30am: Welcome

Use this time for introductions. Do an ice breaker exercise if your attendees won’t think it is cheesy (mine would).

I start by sharing the meeting objectives and making it clear this is a strategic meeting so people don’t get carried away with the detail. Discuss ways of working e.g. who is capturing what actions, what you’ll do if there is a stalemate for a decision, what decision-making tools you are using.

You might want to introduce ground rules for the session such as

• No taking calls in the room
• Take space, make space
• Share your experience

etc. I think my delegates would find this a little patronizing as they have all worked together for many years, but I can also see that there would be circumstances in which it is appropriate to refresh expectations.

If you think they would value having some guardrails for acceptable behavior during the conversations, then by all means add time for that into the agenda at this point.

10am: Big picture strategy

Present the overall roadmap, for example, a timeline for the 5 year plan. Make sure everyone is clear on where the organization is going and what big chunks make that up. For example, perhaps you have a couple of different portfolios that support the strategy.

You can use this time to talk about the current situation, the company’s strategy and how your department fits into that. This section should answer the question: where are we now?

10.30am: Coffee break

Give people time for a bathroom break and to get something to drink. Bonus points if you provide the coffee!

10.45am: Progress review

Have each executive or leader in the room share their area’s progress against their area of the strategic plan. They can bring in team members to present specific topics if that would help, and if their expertise is needed as part of the debate.

These presentations don’t necessarily need to be formal, but they should cover what objectives the department is working to, how they link to the big picture strategy and whether they are on track. Talk about whether milestones are on track to be hit. Present the budget figures related to the area and the confidence levels around meeting those.

This section of the agenda might be long, depending on how many leaders you have to get round, so adjust the rest of the agenda to fit your timings. I’d suggest everyone gets 30 minutes but it depends on what you think they have to share and how much discussion there will be about each area. If possible, timebox the updates so you keep the meeting moving.

Alternative session: Where do we want to be?

If you haven’t got strategic progress to report, use this time to:

• Brainstorm where you want to be
• Agree where you are going
• Create a vision for the next 3 years
• Document the vision and mission.

12.45pm: Lunch break

Schedule in some time to eat and return calls. I think people get back to the meeting more quickly if you provide lunch in the room.

1.30pm: Key issues

It’s worth parking the discussion of any major issues that affect multiple areas until after everyone has had a chance to present their updates, because then it’s easier to see the bigger picture and what might be affected.

Use this time to review anything that dropped out of the morning’s conversations. There might be new opportunities, challenges, resource constraints, market changes and more.

This section of your day should answer the question: what might stop us from getting where we want to go? Think about the values, skills, culture and risks that might block your progress.

2.30pm: Revise plans

After you’ve discussed the challenges or opportunities that present themselves, go back to the plans and see how that information affects what you are committing to do for the next period.

Agree changes as required. This part of your agenda answers the question: what do we need to do? If you do need to do anything differently in order to get back on track or head off in the right direction, this is where you should be discussing and agreeing.

3.30pm: Action planning

I like action planning! Strategy meetings should be all about decision-making, so you should ring-fence some time to talk about how to turn those decisions into action items. List out what needs to be done and allocate owners and timescales to each.

One thing that should definitely be on the action list is how you are going to communicate the decisions made today to everyone else in the team. Add them to the decision log. Make sure someone is responsible for creating and circulating meeting minutes.

This is an important part of the strategy meeting and it answers the question: how will we do it?

4.30pm: Any Other Business

Use this time for the ‘one last thing’ that people want to bring up. If you’ve had a parking lot up on the wall, check that all the topics have follow up actions planned so the conversations can continue outside of the room.

5pm: Wrap up and close

Finally, wrap up the meeting, draw it to a close and if you are going to meet again, put the date in the diary. Then go down the pub!

Tailoring the strategy agenda

As you’ve probably realized, there is no one-size-fits-all strategy meeting agenda that will suit every need. If you are starting from scratch and are using the time to write your strategy, you’ll need to put time aside for brainstorming new ideas, a presentation of market research analysis or feedback from customer focus groups.

If you are reviewing the projects that make up the strategy, you might bring each project manager in to present their project, before discussing as a team what initiatives need to be brought into the portfolio to ensure the strategic goals can be met.

The important thing is to always go back to the why: why are you meeting and what do you want to get out of the time? You can’t go wrong if you start there.

5 Considerations for a strategy planning workshop

So you’re ready to draw up that meeting agenda. Here’s what to consider before you get going.

1. Set the objective

I like to write the objective for any meeting at the top of the agenda. It helps focus people’s minds and keeps the conversation on track. Think about what you are meeting for and what the leadership teams are expecting to get out of it. Here are some examples:

• To define the 5-year growth plan for the organization
• To establish the projects we want to focus on to meet our strategic goals for the next 12 months
• To review the new products we intend to bring to market in the next 3 years
• To set the IT agenda for the next 24 months

You can hold strategic planning workshops for departments, teams or for the business overall. You can plan for the long term or adopt a rolling wave planning approach to plan ongoing. So which is it for you?

2. Let people know what is going to happen

Set expectations for the meeting. Let people know what contributions are expected from them. What do they need to prep in advance? Ask them for their agenda items – you might not include them as ‘real’ agenda items but it would help to know what talking points they intend to bring up.

Share any papers, timelines, business cases, strategy documents etc that make useful background reading. The more ready people are to contribute, the more you will get done during the meeting.

3. Prepare for conflict

As the meeting facilitator, you’ll have a good idea of the topics that will come up. And the potential flashpoints. For example, there are always conversations about budget. Doing anything strategic seems to cost a lot, and investing in one area means another area doesn’t get the investment.

Try to spot any sources of potential disputes in advance so you have pre-meeting conversations to manage expectations and ensure everyone comes to the session with an open mind (and the data to support their case). Healthy debates are to be encouraged!

Think about how to resolve conflict as a team if you can’t get to consensus. There are several group decision-making techniques you could try. In my experience, it’s often the most senior person in the room who makes the final call – strategy is not always a team game. It might not feel fair, but there are often political, economic, commercial and environmental reasons for decisions that might not always be clear to everyone in the room.

Whatever you think the outcome might be, have a few phrases to help facilitate the debate if it seems attendees are getting stuck. For example:

“Ultimately, it’s Fiona’s decision. Fiona, what do you want us to do?”

“Let’s continue this conversation for another 10 minutes and if we aren’t able to reach a decision at that point, I suggest that Henry and Priya book some time to review and come back to us with a recommendation next week.”

“IT are the guardians of that process. Do you agree to that approach?”

4. Prepare to go off script

I’ve been in strat planning meetings where we started with an agenda and then went totally off script… and the output was all the better for it. It’s great to have an agenda, and the template above gives you a starting point, but if it feels like the right thing to do is to delve into a particular area, then do it.

Strategy is too important to shortcut. If it feels like the meeting is taking longer, just say: “This feels like an important topic. Is everyone OK with staying with it for a little longer?” or “That isn’t something we were going to cover today but it sounds like it’s important that we get into it. Does everyone agree?”

Talk about what needs to be talked about. Strategy work takes time. The agenda is there as a guide but sometimes you just need to get it all out on the table.

5. Define success

What would a successful meeting look like? Sometimes it’s going to be OK to just talk and debate until you get to the heart of your strategy. Other times you might want to go all in on a brainstorming session and success will look like 20 new ideas.

It might be that you want to gain agreement on three new projects or prepare an update to go to the next board meeting. Think about what would constitute a successful outcome and try to guide people towards that.

Your next steps

• Agree the goals of your strategy meeting
• Write the agenda
• Socialize some of the ideas
• Adequately prepare for the session so you feel ready to facilitate it

In this article you learned what to include in your strategy planning meeting agenda and what considerations go into planning a successful strategy workshop. Don’t forget to grab a free action log template to record all the good stuff that comes out of your meeting. I hope it goes really well for you!

Pin for later reading

This article first appeared at Rebel’s Guide to Project Management

The post Your Strategy Planning Meeting Agenda (with Template) appeared first on ProdSens.live.

There’s no denying that project management today looks different to how it did even 5 years ago. Project management trends shape our profession. We see technology evolving, new tools, consolidation, innovation and more.

Trends come and go, or they stay with us and evolve into new ways of working that stick around and become “the way we do things around here.”

Change is inevitable – we all know that. So what are the emerging trends in project management that are going to shape how you do your job in the future? And how can you benefit from them? Well, I have the answers for you. Read on!

How project management is evolving

The trouble with trends is that you might not notice they are happening. Often, ‘trend’ is shorthand for the prediction of a gentle evolution. You just carry on doing your job and you don’t notice the world shifting under your feet.

Until it’s too late.

Staying relevant in a fast-changing business environment is part of the job these days. We all need to be following what’s happening in consumer and commercial environments so we can keep our skills up.

The way tech, economic, social and environmental considerations are evolving – heck, even the way public health affects workforce planning – will impact the way projects are run.

10 Project management trends you need to know

Leaders need to know how the world around them affects the work they are doing today, and how to plan to capitalize on those trends in the future.

Ready to find out more? Here are the top project management trends that are already shaping the world of project delivery.

1. Data analytics

Bringing more data professionals into projects was a theme of Andy Murray’s column in Project magazine’s Winter 2023 edition.

APM now has a Data Advisory Group. Questions like: “Do we need project data analysts or translators?” now come up in board room discussions.

Data analytics is all about using current and past project data and predictive data to help people make better decisions. It gives us the information to bust myths, uncover truths and reinvent how projects get done.

Why is it important?

You can only get the benefit from data if you know how to use the data.

A huge trend at the moment is making sure that the vast amount of data in our project management software is accessible, presented in an understandable, meaningful way and available to decision-makers.

What you can do

• Look at what data is available on your project and consider if it is being used to its full advantage.
• Take the Google Data Analytics Certificate for an introductory, solid understanding of what can be done with data – it’s eye-opening!
• Consider the bias in your data and how that might influence decisions.

2. Managing a hybrid, multi-generational team

Project leaders today have to manage a hybrid workforce. Your project team is no longer guaranteed to be in the office every day.

Remote work has always been part of the project ecosystem, from off-shoring and near-shoring development and customer services but now even the colleague who lives down the road is likely to be in her home office at least some of the week.

On top of that, we’re facing the first time that 4 generations have been in the workplace together. Managers need to adapt their leadership styles to better address how different team members want to work and be managed.

Why is it important?

“The only positive thing to have come out of this pandemic was the (at first) necessity and (later) willingness for employers to embrace flexible work,” says Amanda Haynes, Marketing Manager at Ganttic.

“Remote and hybrid work has been a boon for employee work/life balance (what we now call work/life integration) and often a prerequisite for new employees. Since 91% of US workers want to work at least somewhat remotely in the future,” she adds. “And since we’re already in the middle of the great resignation, companies need to be willing to allow this work model in order to retain their employees.”

 What you can do

• Embrace the trend. It benefits you as well, not to be in the office every day.
• Listen to your team. Find out how individuals want to work as well as how the team overall wants to work.
• Use tools designed to help keep your remote and hybrid team on the same page.
• Be willing to incorporate a few different tools to meet the varied needs of your colleagues.

3. More trust, less control (especially in remote teams)

If nothing else, the coronavirus pandemic has shown us that remote teams are an effective way of working. Businesses that resisted the shift to Zoom meetings are now embracing the flexibility that remote teams give them.

Project managers need to be competent in leading remote teams and working with colleagues online, and that means a different approach.

“There is already a shift in employer-employee relationships,” says Jacob Udodov, Founder and CEO of project and task management platform, Bordio. “And there will be more changes in the next few years. What we practice already and more and more companies are adopting is more trust and less control. Results are what’s important, and it doesn’t matter how many hours employees spent at their desks or what time they logged in today. If the deadline is met and the end-product is great, why micromanage the rest?”

Couldn’t agree more! A results-oriented workplace is where we should all have been for some time, and finally that’s gaining traction.

Why is it important?

Remote work gives you flexibility. It stops you having to rely on people who work in your local area and means you can draw on subject matter expertise from wherever the best people happen to be.

In the APM Salary and Market Trends survey 2021, 61% of respondents reported that working from home options were an important criterion for choosing a new role, up from 52% in 2020.

People want flexible options for work.

WFH and flexibility also minimize our impact on the environment by cutting down on commuting, give us more time in the day (which many people then spend working instead of traveling) and improve work/integration balance.

What you can do

• Brush up on your virtual leadership skills.
• Think about how you are going to run remote team meetings and workshops – it is different to holding meetings face-to-face.
• Assume trust in a remote team, but consciously try to build it as well.
• Make sure you’re alert to burnout in remote teams. Research from Gallup shows that nearly 80% of full-time employees experience burnout on the job at least sometimes.

Our Pick

Virtual Leadership: Practical Strategies for Success with Remote or Hybrid Work and Teams

£26.79

Learn the skills needed to lead a virtual team, chair online meetings and manage the work remotely.

Buy Now from Amazon

We earn a commission if you click this link and make a purchase, at no additional cost to you #ad

02/02/2024 03:17 am GMT

4. Integrating change management for project success

Too much of project management focuses on building and completing something. There’s not enough focus on whether the people receiving the ‘something’ are actually ready to work with it.

“Reimagine the must-have project management skills,” says Brantlee Underhill, Managing Director, North America, Project Management Institute (PMI). “Project management isn’t just about managing spreadsheets and timelines. The projects of the present and future need project managers who are strategic partners and changemakers. In addition to business acumen, the top bracket of project managers deploys interpersonal skills like relationship building, collaborative leadership, strategic thinking, creative problem solving, and commercial awareness.”  

Change management uses all of the skills that Brantlee mentions and if you want to be a changemaker, it’s an important area to embrace.

Change management is the forgotten discipline of project success.

You might be lucky and have change managers working in your business. Or you might be like most of us and have to do the change management as well as the project management.

Relationship building is one of those cross-over areas that relates to both project management and change management as disciplines. We need to engage stakeholders about the project’s progress, but we also need to engage the people affected by the project work with what’s happening and why it’s happening.

Without change management, your project will struggle – and it might even fail. A successful project embraces change management, even if the only person doing it is you.

Why is it important?

Here’s an example of how project communications are changing, and how we can tap into that for better change management.

In 2021, Cisco estimated that 82% of consumer internet traffic was video. If that’s what your stakeholders are doing on the internet outside of work, how do you think they are going to want to get status updates and briefings at work?

Research by Vidyard and Demand Metric reports that video converts better than any other content type. In other words, it shifts behavior. It gets people to buy or sign up or whatever.

And my own research during the winter of 2017 shows that getting people involved in projects is still the most challenging part of getting work done. Stakeholder relationships are a huge area of concern for project managers.

Video shifts behavior? I’ll have some of that please.

Yes: video is coming to employee communications and to how we become changemakers and engage others.

To a certain extent, it is already here. Some companies are already using video as part of staff onboarding and training.

What you can do

• Read up on change management – learn what it is and how to best apply it to projects.
• Take a change management class (like my fab workshop which has loads of templates and support resources included).
• Look at your project schedule and consider whether you have truly incorporated enough change management activities (and time/budget for those activities) in the plan.

5. Soft skills and EQ as a differentiator for leaders

Emotional intelligence is one key skill that it’s worth calling out because it’s about how you operate in your environment.

Your project environment is a complex socio-political web of interactions, populated with people who know what they want, most of the time. And those wants don’t always play nicely together.

As in the past, we’ll see soft skills valued more highly – perhaps valued more highly that credentials. As the demand for project management work grows, certification schemes are a simple way to differentiate candidates, but being able to operate effectively within the organization is key to getting things done.

Why is it important?

The trend towards valuing soft skills is important because as automation and AI bring advanced features to our tools, much of the ‘technical’ bits of project management can be done by software.

I see a day in the not too distant future where you plug your task information into a tool and out pops an estimate, based on the last 12 projects using the same resource and qualitative data on past performance. The tech is already there – it’s just a case of making use of it.

That means your interpersonal skills are more important than ever – the shift is to project managers being awesome at stakeholder engagement, conflict resolution, change management (more on that later), negotiating, influencing and all the things that tools aren’t (yet) capable of doing for us.

Emotionally intelligent project managers are in demand. The exec team need to know that you aren’t going to do or say something to upset anyone. Beyond that, being able to look out for your team takes being able to interpret social cues and people with high EQ find that easier to do.

What you can do

• Be culturally and socially aware.
• Be curious.
• Invest in relationships and actively value the people you work with.
• Read Anthony Mersino’s excellent book: Emotional Intelligence for Project Managers

Read next: 15 easy-to-do types of professional development

6. Resilience as a priority

Project work is stressful, we know that. I’ve written in the past about the results of my survey into why people are leaving project management. And let’s face it, so far this decade hasn’t exactly shaped up to be that great for many people’s mental health.

Safeguarding our emotional and mental health and that of our teams has to be up there as a trend for the forward-thinking leadership team. Resilience as an individual, resilience for the project, and business resilience are all essentials for the next 12 months.

Businesses were quick to put in place the resources to help staff work remotely. But the associated support networks for remote and hybrid work haven’t been as quick to appear. And given the ongoing disruption, frequent ups and downs and economic fallout that has happened recently, resilience is top of my personal list for next year.

“What businesses didn’t have the time or realization to do at the time, was to provide their people with the mental support they needed to adjust to this change,” says Karine O’Donnell, Director, project trainer and coach at Australian consultancy, Projecting With People.

“More and more, projects are being impacted by emotional and cultural factors caused by the changes to how people are working,” she adds. “I’ve already seen several organizations planning projects to support the emotional needs of the hybrid model of working, where some of the team work-from-home and some work from the office.”  

Karine predicts that more organizations will start projects to support well-being at work including:

• New HR regulations for people working full or part-time from home 
• Time sheeting projects to help businesses address productivity concerns
• Digital tools to facilitate online collaborations, task completion, project planning and management 
• Online mindfulness programs to support staff anxiety, stress, and burnout.

Why is it important?

People are our most valuable asset. It’s not enough to simply do the work. We have to do the work in a way that doesn’t destroy us.

The Great Resignation, quiet quitting, workplace stress, and having to hold the fort while colleagues are off have all taken their toll on teams.

In a research report by the UK’s Ministry of Defence into psychological safety in major projects, projects that scored in the top quartile for high psychological safety had 47% higher median wellbeing scores than the lower quartile. That’s basically saying that teams that put effort into creating psychological safety have better wellbeing (and higher resilience, I’d add).

Looking out for each other should be a top priority.

What can you do?

• Use resource reporting to check workloads and ensure no one is overloaded. If you don’t have resource management tools, do a verbal check in with the team at least once a week.
• Create psychological safety at work so people feel it’s OK to tell you they are struggling.
• Live it. Don’t be the kind of boss that says everyone should have a work/life integration and yet send emails at 2am while you’re still working. Model the environment you want to create.

7. Artificial intelligence and RPA

This won’t be news to you: everyone is talking about AI being a powerful trend for the coming years. There are lots of applications for this in project management software including:

• Identifying potential risks through natural language search
• Improving risk assessments
• Testing risk response
• Allocating resources and resource levelling
• Intelligent, real-time scheduling
• Automating mundane and repetitive tasks as Andy Crowe explains in this article
• Improving consistency in process and decision making.

However, AI is more likely to be suggestive rather than active, as Dennis Kayser points out in this podcast on the DPM website.

Remember the paperclip in Microsoft Office?

Clippy was early suggestive AI, bringing you “helpful” suggestions. It was so helpful that Time declared Clippy one of the 50 worst inventions of all time.

AI is coming to the tools you use, but let’s hope that the developers have learned the lesson of the doomed paperclip.

Bots are another aspect of this: if you’ve had auto-responses through Facebook Messenger or used a Slackbot then you’ll have seen them in practice. I think there are some good uses for this such as opting in to receive status updates, sending team member reminders and so on.

RPA is Robotic Process Automation. It’s a way of automating repetitive tasks and it’s having a bit of an impact on the PMO community. As a way to save time, it has huge potential, so expect to see more of that in your Project Office.

Why is it important?

Tech is always evolving, and if you want to stay relevant in the marketplace, you need at least some understanding of what’s happening to the tools you use.

Ultimately, AI, bots and RPA are there to make lives easier for project teams, streamline tasks and give us more time to do the stuff that robots can’t do.

“If you can have your project management tool do more for you without lifting a finger, you can save money and increase productivity,” says Lindsey Allard, CEO and Co-Founder of  PlaybookUX. “Use automation to help you to perform basic tasks, organize specific things, and even compile helpful data.”

She adds: “I’ve seen how helpful automation can be in regards to project management and I look forward to seeing how automation can elevate my processes in the coming year.”

Varada Patwardhan, Managing Director at Xebrio, agrees. “The role of project managers in the industry is evolving into project leaders,” she says. “They will be expected to integrate AI capabilities in their project management styles and give more emphasis on their emotional intelligence and soft skills like ideation, communication, and problem-solving skills.
For project leaders and organizations, implementing AI capabilities can help attain transparency. AI can accurately identify potential risks in a project and augment a project leader’s decision-making ability by analyzing data from multiple projects at the same time.”

What you can do

• Look at how you can leverage the AI capabilities of the tools you already have.
• Look at how you could adopt new tools with automation and AI features to speed up repetitive work and data analysis.

8. A strategic shift for PMOs

With tools becoming smarter (more on that in a minute) and automations taking some of the grunt work out of project data crunching, what’s the future for the Project Management Office?

PMOs are here to stay in my view, but they might look different as they evolve to meet the changing needs of organizations.

For example, instead of putting together a strategic plan for what projects are going to be delivered over the next 3 years, they may be called on to answer “How” questions instead like these:

• How can we optimize our processes?
• How can we make a splash in a new market?
• How can we launch a new product in 4 months?

“I believe the PMO will have to focus on those more strategic areas and shift away from specifically defining the teams and resources that will do the work,” says Bill Raymond, host of the Agile in Action podcast. “Moreover, the PMO may be removed from tracking those efforts after the problems have been identified and the teams set the work into motion.”

Why is it important?

Bill says that with cross-functional projects – especially those that are highly visible – it’s almost a given that a PMO will be set up to track and plan the work.

“Moving forward, organizations will put the tracking and delivery of the work on the teams and tools,” he says. “PMOs will be reporting centers and support the teams in addressing major issues or risks that the teams escalate.”

What you can do?

• Think about how your PMO teams are rewarded. Are they rewarded based on things within their control, or is an aspect of the bonus dependent on other people completing projects within a given time? What would make it fairer?
• Determine business outcomes and priorities and start operating strategically within the PMO, even if it isn’t demanded of you yet.

9. Customization of project management tools

Customization is where you can tailor your messages effectively to the audience to the point that they think they are getting a more personalized service, but without too much work behind the scenes.

It’s another consumer trend. When I first wrote Social Media for Project Managers, I was reporting on consumer trends that were making their way into the business environment.

When the book was updated and reissued as Collaboration Tools for Project Managers, we saw that a lot of the consumer uses of social media were firmly embedded in collaboration tools: think features like chat, file sharing, liking and gamification etc.

Perceived customization is another example of a growing consumer marketing and tech trend that will find its way into how we manage change.

One aspect is all about making sure people see the right data at the right time, and smart analytics is definitely going to shape how we process data as project professionals.

“The predictive analytics space will be a completely new market to figure out,” says Ryan Fyfe, COO of Workpuls. “Primarily because those might model for strategic intent, human strategic intent. We’re going to have predictive analytics that not just look at what somebody does but tries to figure out why they do it, and figure out how their decision-making process works. It’s going for a much higher level of insight than you can get by looking at the person’s behavior alone.”

Rich data will help tailor the project management journey for stakeholders and help leaders make smarter choices about what next steps to take when the environment seems uncertain.

Who knows, we might see more virtual reality environments, tailored to our stakeholders, in the years to come.

Why is it important?

Customization is a different take on tailoring your approach and communications to suit the audience. Within project management tools, I want to see the things relevant to me. My sponsor wants to see different things, like real-time information on progress and budget. The data we both need is different, but obviously drawn from the same data set.

It’s all possible with a few clicks and a smart set up. One-size-fits-all doesn’t cut it any longer. Did it ever?

What you can do

• Look at how you can customize your project management software to present data intelligently to different groups via reporting and dashboards.
• Ask stakeholders how they would like to receive project information and customize to the best of your ability to make it relevant (and therefore more likely to be read).

Need advice choosing the right tool? We’ve partnered with software comparison portal Crozdesk to bring you expert suggestions. They’ll call you to find out your needs and then recommend products to fit — massively cutting down your time to shortlist suitable project management software.

10. Tailoring project management methodologies

Are you waterfall or Agile? Or something else? Project managers need to make smart tailoring decisions and choose the methodology that best fits your team and your project.

And let’s be honest, there aren’t only two ways of doing work: linear and predictive methods are simply two ends of a spectrum of tools and techniques and you pick where you sit on that spectrum based on the risk and uncertainty level of your project, amongst other things.

With the PMBOK® Guide – Seventh Edition, The Standard for Project Management and the PRINCE2® manuals both discussing tailoring more thoroughly than ever before, project managers have more flexibility to adapt project approaches to their environment.

But do project managers have the skills to tailor their approaches?

Tailoring requires professional judgement. It requires being able to differentiate between the benefits of Agile, waterfall and blended approaches, understanding the pros and cons of each. You don’t get that from reading a book.

What matters is whether you can get the job done in a way that works for your business. If that’s a blended approach, and I’m seeing that more and more, then good for you. If pure Scrum works, or you’re totally a waterfall shop, then as long as you are seeing results no one is going to care.

Having spoken to a lot of project managers over the last year, formal training seems harder and harder to come by, and more and people are having to take responsibility for their own career development. And this is a global project management trend.

If project success rates are going to go up – and they really should – then value and business benefit are where we should be putting our energy. Not into what template you need to use or whether it’s a ‘risk log’ or a ‘risk register’.

Agile is no longer a ‘trend’ – especially since we’re now more than 20 years on from the Agile Manifesto. It’s a reliable, repeatable way of working that brings huge benefits to the teams that do it well.

However, it’s still not widespread or adopted reliably and effectively.

There’s a trend, in my opinion, towards more intelligent adoption of agile methodologies in a way that better suits your context. For example, more Kanban for operational teams – shock! Non-project teams using agile tools to get work done! And Scrum of Scrum style set ups for larger organizations looking to scale.

Why is it important?

Today, more than ever, we need flexible ways of working.

We have to be able to change and adapt to market conditions, but the type of work we do often needs input from specialists, meaning the ‘traditional’ multi-functional and self-sufficient Scrum team doesn’t work for every project that would benefit from Agile methods.

Hybrid project management works – we know that. This trend is important because ultimately business value is the only thing that matters.

As project managers, we want (and need, if we care about our careers) to deliver something brilliant that is valued by the organization. Who cares how you get there? Methodology is not a competition.

The complexities of your project management environment are encouraging more managers to seek out mentors and coaches for themselves and their teams to learn from others.

That makes tailoring decisions easier, because you’ve got support and past experience to draw from as well as your own theoretical knowledge.

Oh, and that is something I can help with, if you are looking for a professional project management mentorship scheme.

What you can do

• Look critically at the project management methodology in use and consider if it really fits your project. Make conscious decisions about how to work effectively.
• Be brave with your tailoring. Flex your agile approach to truly suit the needs of the team members.
• Share your agile knowledge with people outside your immediate team. Ops teams and others can benefit from a smart way to manage their work.
• Find a mentor with experience to help you make tailoring choices.
• Don’t be snooty about agile or non-agile – whichever side of the fence you come down on as a personal preference. You can combine them and still get the work done. We’re all friends in project management, and we all have the same goal: delivery.
• Be open and collaborative. Work with your colleagues to learn about their best practices and bring your knowledge together to create the perfect solution for your teams.

Now you’ve seen what’s coming in the short term, why not check out what the future of project management holds for us? Get ready… more change is coming!

This article first appeared at Rebel’s Guide to Project Management

The post Project Management Trends [2024 edition] appeared first on ProdSens.live.

What is the future of project management? Let’s look ahead and see what the next 10 years will bring for project management software, jobs, and the role itself.

Does project management have a future?

If you’re asking yourself if project management has a future, then I think you might be asking the wrong question! The question is: what kind of future is it going to be for project professionals?

The project management role isn’t going anywhere. The World Economic Forum’s Future of Jobs report 2023 predicts a growth in project management jobs. It’s a key role for business transformation, and there’s no signs of that stopping any time soon. If you’re in Indonesia or Malaysia, the outlook’s even better!

More and more knowledge work being run in a projectized way, which means more and more people doing project management as part of their day job.

So will we need ‘professional’ project managers in the future? People who just do managing projects?

We will. There will always be complex and complicated projects that need a steady hand and a particular set of skills to bring to a successful delivery.

As the business environment gets more and more global, digitalized, uncertain and fast, companies need to quickly adapt and bring services and products to market. Project managers are the people who can make that happen.

Future of project management: Jobs

PMI says that by 2027 employers will need nearly 88 million people in project-related roles. The global demand for project managers is increasing.

That’s a stat widely used in the past few years, but job ads and the market, and my mentoring clients, and other research… it’s all pointing in the same direction.

The role of the project manager has long been shifting away from someone who can tick off tasks as complete on a Gantt chart and towards a strategic leadership position for effecting change in an organization.

Project managers still provide an irreplaceably human combination of leadership, integration of specialists, and ethical behaviour.

~ Arup, Future of Project Management

We are a long way from the death of project management.

Hybrid project management (or how we always did it)

One of the project management trends we are seeing is the acceptance that hybrid management approaches are the way forward.

I think hybrid project management has been around for ages. It’s certainly something I’ve used: ongoing iterations for development with significant customer involvement in the deliverables at all stages, but managed within a waterfall governance structure and life cycle.

Frankly, hybrid isn’t new. We don’t need to call it ‘wagile’ or ‘agifall’ to know that tailoring an approach to best fit the needs of the project is good thing.

Having said that, the perceived rise of hybrid project management is good news because:

• Projects are more complex than ever
• They involve many more individuals: more than could comfortably fit in a multi-skilled Scrum team
• Most large organizations aren’t geared up to run their whole operation in an agile way.

The future of project management needs to be more agile. According to research by IPMA, only 47% of organizations are using agile approaches for delivery.

And we wonder why we can’t respond to change fast enough.

The future is flexible

The way we run projects has been evolving since we started out formalizing how work gets done in a project setting.

As our environment gets more complex, uncertain and – dare I say it, political – we’ll need more and more tools to help deliver projects in that kind of environment.

For example, project managers need to respond to:

• Stakeholders with shorter attention spans
• Stakeholders with competing demands on their time
• Complex and unknown technical situations
• Complex and unknown geopolitical and socio-political situations
• Higher staff turnover (no such thing as a job for life any more)
• Greater demands being put on management teams
• Collaborative contracting and partnering with suppliers
• Increasingly complex regulation and governance.

Project managers need options that will help them deliver. And that means being able to choose from predictive, iterative and hybrid ways of delivering the work and blending what works to get the best results.

The future of project management relies on more professional judgement and fewer textbook answers.

Project management software: The next generation

The future of project management software is interesting. I review a lot of PM software tools and there are companies now making massive leaps into integrating big data, automations, machine learning, AI and more into the way they collate, present and make it possible to use large data sets.

Take Otter, for example, the online transcription tool I use for managing meeting output. It saves so much time and helps with inclusive meetings and accessibility.

Our Pick

Otter.ai

Otter is a note-taking app that also records in-person meetings. I have a paid version of Otter and it is the tool I use myself.

Buy Now

We earn a commission if you click this link and make a purchase, at no additional cost to you #ad

Here are some considerations for future technology – project management style.

4 themes for the future of project management software

• Blockchain
• Artificial intelligence
• Mobile
• Anti-workaholism

Blockchain

We will need to know about this and how we can harness digital assets to streamline infrastructure, logistics and data tracking on projects.

Over 80% of organizations report hiring someone with blockchain skills or planning to do so in the next 12 months. Could that be you?

AI

AI is already a feature in some project management tools and robotic processing will help automate routine PMO tasks. According to Deloitte, 70% of organizations are exploring or using AI.

Tools like Tom’s Planner, RAIDLOG, Nimble and enterprise software are integrating generative AI and your own project data sets to surface useful insights and save you time.

While I still remain positive about the role of the project manager, I think other jobs you routinely interact with, like system testers, could be more at risk of being automated.

The use of AI in project management tools means the human’s role is elevated into a knowledge leadership position and is freed up from doing the grunt work of tasks like system testing, taking minutes or updating logs – taking the tools already in use to a whole new level.

Mobile

Devices will become more powerful, but currently we still don’t have all the functions of PM software available in most of the equivalent mobile apps. That will have to change.

Anti-workaholism

Tools are getting smarter at helping us balance the needs of work and life, and to stop us falling into the trap of working more, just because we can.

You know those pop ups in Outlook that invite us to NOT send an email at the weekend and to schedule it for the recipient’s working hours? That’s what I mean.

Resource management: The Continuous Challenge

For all the talk about the future of work and how project management is going to evolve, I still think we have some challenges with how we work now.

For example, resource management and capacity planning are not things that are easy to do. I have been talking about this for years.

Project managers lack the tools to effectively manage workload across teams because the solution required relies on enterprise adoption of software. And many organizations won’t/can’t do that.

Make everyone do timesheets and resource planning just so project teams know who’s available to work? No thanks.

Unfortunately, unless we get strategic buy in for managing projects in a professional way, the resource planning challenge isn’t going anywhere soon.

Projects on the Board: The next professionals

Arup’s collaborative thought leadership piece into the Future of Project Management talks about every top 100 firm has a project management professional in at least one C-suite role by 2030.

Maybe this role will be a Chartered Project Manager.

If we are serious about improving project delivery and delivering strategically-aligned projects that generate business value, we need organizations to take project delivery seriously. And that means elevating the discussion beyond senior managers to the board of directors.

The Chief Project Officer role is (in my opinion) long overdue already. With executive oversight from people who actually get it, projects would have more chance of completing successfully – and fewer vanity projects would get started.

Digital skills: The next competency for project managers

Digital skills are important for the project managers of the future (and – in all honest, those of us working as PMs today).

CBI’s report into what’s required to create a world-leading innovation economy says that upskilling people with digital skills is essential. The digital skills pipeline isn’t that great at the moment and they suggest more needs to be done to encourage greater ambition in that arena.

The digital skills important to project managers are:

• Data analysis, analytics and management
• Harnessing generative AI and being a ‘prompt engineer’ for your own work
• Security and data protection
• Legal and regulatory compliance
• Online collaboration and leadership
• Knowledge management          
• Data-driven decision making.

Add into all of that a very non-digital skill of resilience. With all this change, disruption and digital-ness, the ability to cope with the ups and downs of the job is going to be essential.

The role of project managers in the future

The future of project management is bright. There remains strong demand for people delivering change.

I believe much of the mundane stuff of being a project manager will go away eventually, as our tools tap into the advances in technology that are already out there.

PM will move from being seen by some execs as an administrative function and towards the strategic partnership that it has the potential to be in every business – not just in those enlightened firms with high levels of program management maturity.

Skills for project managers have been shifting towards the ‘soft’ stuff for years. That’s going to be even more important with the way the future of work is going.

Project managers will need to be the humans on the team. We’ll need to connect with others with the skills that you can’t get from your robot colleague:

• Empathy
• Strategic thinking
• Fun
• Creativity
• Motivation and persuasion
• Thoughtful customer service
• Listening.

Looking forward: Summary

Project management evolves to meet the needs of today’s workplace problems. We’re facing the kinds of evolution we’re seeing at work because the nature of the work itself demands it.

Efficiency is more than having the right process. It’s also having the capacity as a team – not simply as a project manager because the role is getting too big for one person to do everything – to lead increasingly complex work and solve difficult problems almost daily.

We can do it. We are doing it. And the best project managers are improving how they do it every day. Are you?

Pin for later reading

This article first appeared at Rebel’s Guide to Project Management

The post What’s The Future of Project Management in 2024 and beyond? appeared first on ProdSens.live.

Executive Summary 

“If a man knows not which port he sails, no wind is favorable.” -Seneca 

As humans, we are constantly evaluating our own choices. Am I eating right? Am I working out enough? Am I saving enough money for retirement? This list goes on forever and is what drives us to constantly improve as people.  

The same evaluative questions can be applied to business.  

• Is there an emerging technology that we should be using?  
• Are we focused on the correct market?  
• Do we need to pivot?  
• Are our customers happy?  

Once again, this “list” of ways we decide if our business is living up to its potential is long and impacts everyone from the C-suite to the entry-level worker. The difficult part in life and in business is deciding if change is needed and where to start.  

• Why You Should Review Organizational Processes
• If It Isn’t Broken, Don’t Fix It
• This Is The Way We Have Always Done It
• Don’t Really Know What Our Processes Are, But They Work
• Of Course, Our Processes Execute the Strategy 

Why You Should Review Organizational Processes 

While the decision for where to begin self-improvement is highly personal, it is a nearly universal truth that the starting point for business improvement lies in processes. Processes are what makes a business run, they are the evidence of strategic vision (or lack thereof), and they are the surest place to look when product or output fails to match the customer’s expectation. If processes are not designed correctly or effectively evaluated to find improvement areas, a business might not be reaching its potential. 

Resistance to change and process improvement can run deep within a company’s culture. In this article, we’ll discuss some of the most common forms of opposition when it comes to process evaluation and improvement, as well as why these attitudes represent barriers to efficient, effective, and productive organizations. 

If the Process Isn’t Broken, Don’t Fix It 

There has rarely been a time in my career when I heard “If it isn’t broke, don’t fix it” that it didn’t mask process issues and often a lack of understanding of the goal of the program, product, or organization. At its core, this reasoning is a rejection of root cause analysis and self-reflection.  

• How do they know their processes aren’t broken?  
• Is the business operating at its most efficient level?  
• Are the designed business processes being followed?  

The answer to these questions can be complex, and most employees might not have the answers outside of their piece of the process. Perhaps most telling, the most common pushback I’ve gotten to asking process questions is, “we don’t know our processes, but what we are doing is working, and we don’t want to change.”  

This answer is usually accompanied by multiple spreadsheets and word documents that only one person can decipher, without an acknowledgment that single points of failure are the contradictory of a mature, established, and effective process.  

“If it isn’t broken, don’t fix it” also serves to mask instances where individuals have their own method that doesn’t line up with organizational processes. This answer is often not about the business; it is about an internalized version of the process, the creation of ad-hoc steps and shortcuts that have been adopted over time. Tools or steps that evolve over time and improve iteratively can be good. 

The issue lies in the process of not updating with institutional maturity. The problem becomes: 

• not knowing what the steps are 
• a way to determine what should be kept as a standard, and  
• what should be eliminated because there is no value added 

Understanding the answers to these questions and how they relate to the original design of the process can improve the efficacy of the organization.  

Remember, innovation in companies often happens with frontline employees; leadership needs to trust the experience of their employees working the processes every day to find improvements. For this to happen, employees must be part of the process examination process.   

This Is The Way We Have Always Done It 

Always is a loaded term; dealing with absolutes from one person’s perspective will most likely not reveal the truth. “This is the way I have always done it,” or “this is the way I was told to do it during onboarding” is likely closer to the truth. While this is commonly referred to as institutional knowledge, I prefer to think of it as institutional tradition, convenience, or lore – a way of performing the process that is not written down.  

Institutional norms have positives and negatives. There can be workarounds or streamlined steps that are more efficient, but institutional “knowledge” can also bring with it the fear of change or wanting to revert to how things were done X number of years ago. The original design of the process relied on knowledge, technology, experience, and capabilities at that time.  

Reviewing Business Processes

Institutional norms become problematic when changes in employee knowledge, experience, and capabilities, along with the implementation of new technology by the organization, disregard the role processes play.  

If processes are not reviewed before implementing new management software, existing problems will carry over, minimizing the positive impact on the business. Aligning capabilities of new technology and skills of employees and reviewing business processes is a fundamental step if the organization is exploring new process management solutions. 

Jay Galbraith’s STAR model, which breaks down organizational design into five areas – Strategy, Structure, Processes, Rewards, and People, provides great insights when trying to gain an understanding of why the organization is operating in its current state and what will be impacted by change. If new or different technology is used, do training programs need to be created or does a partnership need to be sought to provide employees with the skills and knowledge needed? 

“The way we have always done it” is about being comfortable, unwilling to change, unwilling to acknowledge that processes could be better, or a perceived act of survival.  

Organizations that are struggling to survive might be scared to innovate. They could see any risk as too great, avoiding innovation and growth to play it safe and just make it to the next day. This thinking fails to recognize that their core issue could be the processes they have in place. 

I Don’t Really Know What Our Processes Are, But They Work 

“I don’t really know what our processes are, but they work” might be the most frustrating answer because it highlights a fundamental lack of organization and intentionality.  

Encountering an organization with no defined processes, relying on each department head or individual to complete the work their way underlines the need for scrutiny. 

Choosing which process should become the standard or finding a way to combine the different processes into one is undoubtedly difficult, and at times contentious. However, isn’t it better to use an existing process versus starting from scratch?  

Starting Point: Is there a historical reference for where the process started that can be used as a baseline for examination?  

Using different processes to complete the same objective can lead to duplication of efforts, overtasking of shared resources, and variable results based on who completed the work. Additionally, business capabilities that are the building blocks of the business strategy can become varied across a process based on individual preference if there is not a defined standard and method of accomplishment.  

Capabilities and strategy must be aligned for business success. Defining and analyzing all business processes with cross-department implications is not just about that single focus. It is about the health of the whole organization.  

The impact of undefined or poorly defined business processes will reach across the organization, impacting decisions. Decisions that should be geared toward improving an organization instead become about treating the symptoms of poor process execution.  

But are these decisions made last-minute, reacting to a “fire,” or actually solving a problem? On the surface, it might appear that previous pain points have disappeared and the correct solution was implemented.  

However, over time if the root cause of the problem within the process is not addressed it will reappear, and often in a more entrenched way. 

Of Course, Our Processes Execute the Strategy 

One of the most difficult hurdles in any organization is tying the group’s strategic vision to the discrete processes to ensure both are speaking to the same goal.  

Robert Kaplan and David Norton, in their book The Balanced Scorecard, identified that 90% of businesses failed to successfully execute their strategies. Let that sink in for a moment. Only one in ten organizations successfully executed their business strategies when the book was written.  

If we go back to the STAR model, there is a direct relationship between processes and strategy. The strategy defines the processes that are needed and the processes that execute the strategy.

Executing the Strategy

If these are not aligned, it is less likely that an organization will be executing the strategy. Every step of a process should be informed by the strategy of an organization; if there are process steps that don’t speak to the strategic goals of the organization, either the strategy or the process (or both) needs to be evaluated.  

Final Thoughts 

Evaluating business processes and workflows are not solely about identifying pain points or unseen problems. When starting an endeavor with the preconceived idea that you will find a problem, this becomes the focus.  

Accepting that there is the possibility of inefficiencies or broken processes while remaining open to identifying deviations that could improve on the baseline is key for a successful evaluation. There is also the possibility through the departmental auditing process for organizations that do not have defined processes to find that one of their employees has already created a process solution, i.e., desk instruction.  

How Can Kolme Group Help Your Organization? 

At Kolme Group, we’ll align your PPM Tool implementation with your business processes to better focus your team on main business priorities. We’re here to support you whether you need help optimizing your PMO, remediating troubled portfolios or programs, providing leadership to your critical initiatives, or even coaching and training to your team, Project Management consulting is at our core, and Kolme is here to help. 

Click to Find Out More About Kolme Group to learn more about our services and how we can support you. 

Let’s Get to Work

Follow us on Twitter, LinkedIn, and YouTube, and use #KolmeGroup on shared posts! 

The post Why is Business Process Improvement Important? appeared first on Kolme Group.

The post Why is Business Process Improvement Important? appeared first on ProdSens.live.

In today’s dynamic business landscape, companies face unprecedented challenges in meeting customer demands, adopting new technologies, and staying ahead of the competition. Successful execution of projects is essential for achieving strategic goals and maintaining a competitive edge. This is where a Project Management Office (PMO) is a crucial asset for organizations.   

A PMO is a centralized entity within a company, which is responsible for standardizing project management practices, providing oversight, and improving overall project performance. The primary objective of a PMO is to ensure that projects are completed efficiently, on time, within budget, and are aligned with the company’s strategic objectives. The need for a PMO can arise for various reasons, but the results of establishing a PMO should contribute to the organization’s success and long-term sustainability. 

If you’re lucky, you have been selected to help design and implement a PMO.  So, what now? 

How to Harmonize Your Project and Change Management for Unstoppable Success 

Project Management Offices (PMOs) can provide a wide range of value to organizations by improving efficiency, project delivery, risk and resource management, stakeholder satisfaction, decision-making, and strategic alignment between your portfolio and your organization.   

All those outcomes sound great, and it is safe to assume that most organizations would benefit from these improvements.  You already know these things, and that’s why you’re here.   

You might be an executive looking for increased visibility and control of your portfolio.  Perhaps you are a senior project manager who thinks improving project governance would help obtain the necessary support, approvals, and resources for the initiatives your teams are advancing.  The point is, you are here because you have already decided you need a PMO.   

I am happy to tell you that right now is your best opportunity to influence the longevity of your PMO and the benefits it will provide.  If they are not created intentionally, thoughtfully, and with a clear purpose and vision backed by an executive sponsor, PMOs can easily suffer from damaged reputations and meet an early expiration.   

It is for these reasons that many PMOs do not last more than a handful of years.  Building a value driven and lasting PMO requires a well-defined strategy and a commitment to continuous improvement. 

In this article, I’ll introduce you to some key considerations that can help to ensure your PMO is successful and sustainable, and share a general roadmap to define, develop, and execute the rollout of your new PMO.  

Unveiling the Purpose and Value Is the Ticket to Project Management Success?   

It is essential to define the purpose and goals of the PMO clearly to understand the value proposition for creating and supporting it.  Think of this as your mission statement.  Turn it into your elevator pitch.   

The PMO should align with the organization’s overall strategic objectives, and its purpose should be to improve the value of project management across the organization. 

Do I Need A PMO ? Answer This Burning Question! (kolmegroup.com)  provides insight on three general categories used to define the objectives of a PMO.  It is worth the read.  In summary, the categories are as follows:   

• Accountability – PMOs oriented toward accountability often serve as a point of responsibility to the executive suite for execution. 

• Transparency – PMOs oriented toward transparency focus on communication and information flow for projects and initiatives. 

• Alignment – PMOs oriented towards alignment help ensure the organization’s strategic initiatives are prioritized within the portfolio and among all the other organizational activities. 

Three Categories to Define the Objectives of a PMO

Determining the value a PMO might provide can be a more complicated exercise. There are standard key project metrics that can be measured and analyzed directly, such as project success rate, schedule adherence, budget adherence, resource utilization, ROI, time-to-market, customer satisfaction, and so on.   

However, there are also a host of qualitative benefits that are harder to measure.  These include visibility into portfolio health, improved decision-making, improved professional development and talent retention, organizational agility, and reduced portfolio risk exposure. 

The article linked above discusses the importance of assessing an organization’s requirements, a critical step in the formation of a PMO, and why mapping them out to determine the most suitable value category should be pursued. As the organization grows and develops, the PMO’s role will evolve and change accordingly. Careful evaluation of the organization’s needs can offer valuable insights and considerations to aid in the successful launch of the PMO. 

How to Win Leadership Support and Secure Your PMO and Project’s Future! 

A PMO needs strong support from leadership to be successful.  If senior leaders do not support the PMO, it will not have the resources, authority, or influence it needs to be effective.   

Establishing and growing a coalition of support from top-level executives should include understanding their goals and objectives, building a business case that supports those goals, and clearly communicating the business case to potential sponsors.   

Involving an executive sponsor during the development of the PMO increases their sense of ownership and improves the likelihood of long-term support.  Once the PMO is operational and providing value, visibly celebrate the success of your PMO to continue growing support among other stakeholders.   

It never hurts to make your champions look good, either.  

Your PMO Dream Team: Who You Need to Build a Rock-Solid Foundation for Success? 

To build a sustainable PMO, you need to have the right people in place.  Hire experienced professionals from both inside and outside of your organization who can design, lead, and manage the PMO effectively.  Ensure that they have the necessary skills and knowledge to support the PMO’s goals.   

The particular roles you will need in your PMO will be different than those of other PMOs and will be determined by its purpose and goals.  In most cases, however, your PMO is likely to need the following roles: 

Roles You Will Need in Your PMO

PMO Director/Manager: The PMO Director leads and manages the Project Management Office, overseeing strategic direction, project portfolios, and driving performance improvement, while fostering a culture of project excellence.  A PMO Manager may also fill this role, depending on your organization. 

Project and Program Managers: Project and Program Managers play a critical role in planning, executing, and delivering projects and programs, ensuring effective project management practices, and driving successful outcomes aligned with organizational objectives. 

Experienced Project Support: Project Schedulers, Planners, Controllers, and Analysts play a vital role in managing project schedules, resources, budgets, and data analysis to support effective project planning, execution, monitoring, and control. 

New to Project Support: Project Coordinators and Admin Assistants play a significant role in coordinating project activities, managing documentation, facilitating communication, and providing administrative support to ensure the smooth operation of the PMO and project teams. 

PMO Processes and Procedures: Chaos or Symphony?  

Establish processes and procedures:  

To achieve success within an organization, it is crucial to establish clear and consistent processes and procedures for the PMO team and the organization to follow.  

Without these, projects can become chaotic, lacking structure and direction, resulting in confusion, delays, and unsatisfactory outcomes. Chaos can arise when projects are managed independently, without standardized practices or communication channels. However, a well-designed PMO with robust and adaptable processes and procedures can orchestrate project activities, harmonize teams, and ensure alignment with organizational goals.  

The PMO serves as a conductor, guiding projects with clarity, coordination, and efficiency, enabling teams to work together towards shared objectives. By establishing a symphony of processes and procedures, the PMO enables smooth collaboration, effective decision-making, and the successful delivery of projects, transforming chaos into a harmonious and productive environment. 

Consider Change Management: 

Organizational Change Management (OCM) can further drive the successful adoption of new processes, procedures, and tools by following a structured approach to change that will guide stakeholders through the change lifecycle.  According to Prosci, the world’s leading change management entity, organizations are up to 7 times more likely to meet or exceed their change objectives when they follow a defined OCM methodology.  Do I need to say that a little louder?  Seven times.  How is that possible? 

When we distill it into the simplest terms, OCM is all about understanding that organizational change is a journey for individuals.  We are more successful in implementing changes when we lead the impacted stakeholders through the change instead of foisting it upon them and hoping they do their part.  Individuals need to be aware of the change and why it is needed.  They need to have the desire to participate in and support the change.  They need the knowledge of how to change.  They need to be granted the ability to implement the desired skills and behavior necessary for the change.  Finally, they need ongoing reinforcement to sustain the change.  When we measure impacted individuals in terms of these five steps, we can map their location along the change journey and are able to support their advancement toward successful change outcomes. 

PPM Tools: The Secret Sauce for Project Management Success?  

Implement tools and technology:

To improve project management practices, it is important to invest in tools and technology that will help the newly formed PMO team.  Only 23% of organizations use enterprise Project and Portfolio Management (PPM) tools, but 77% of high-performing teams utilize project management software (Wellingtone, 2020).   

PPM tools are the secret sauce for project management success, and this technological magic can elevate your PMO to new heights!  

These advanced software solutions streamline project planning, resource allocation, progress tracking, and reporting, enabling teams to manage projects efficiently and with precision. PPM tools can provide real-time insights, empowering project managers to make data-driven decisions swiftly. With enhanced collaboration features, team members can communicate seamlessly, ensuring everyone is on the same page. 

The automation and analytics offered by these tools simplify complex tasks, optimize resource usage, and identify potential risks, leading to improved project outcomes. Embracing PPM technology can be a transformative step for any PMO, fostering a culture of excellence, driving productivity, and ultimately achieving organizational success in an ever-competitive business landscape. 

Unleash Their Potential with Top-Notch Training! 

Promote Continuous Improvement through PMO Training 

To ensure continuous improvement within your PMO, it is essential to invest in training and support for your team. Equipping the PMO with the necessary skills and knowledge is crucial for effective performance. Providing both initial and ongoing training on project management methodologies, tools, and technologies is essential for staying up to date with industry best practices. 

Coaching and mentoring should also be offered to team members who require additional support, fostering a culture of collaboration and knowledge sharing. Encouraging team members to pursue certifications in their respective disciplines helps in developing a roster of generalizing specialists, who can contribute to various projects effectively. 

While there are a variety of options for project management knowledge curricula, it is beneficial for the PMO to ensure that its project managers share a baseline set of skills and knowledge. According to PMI’s Pulse of the Profession (2020), a significant number of organizations (61%) provide some form of PM training, while nearly half (47%) have established clear paths for developing PM careers. 

By prioritizing training and continuous development, your PMO can enhance its capabilities, drive excellence, and adapt to the ever-changing demands of the business landscape, ultimately leading to improved project outcomes and organizational success.  

Evolving or Revolving? Unleash Endless Growth with Continuous Improvement! 

To build an enduring PMO, it should be designed for continuous improvement and steady growth.  Starting your PMO office lean and piloting projects with reduced risk, before scaling, is a strategic approach that holds paramount importance.  

By adopting a lean approach initially, you can focus on essential functions and avoid unnecessary complexities, ensuring efficient resource allocation. Piloting projects with reduced risk allows you to validate the effectiveness of your PMO processes and procedures on a smaller scale, identifying potential challenges and refining your strategies without committing to a full-scale implementation.  

This approach not only minimizes initial investment but also provides tangible evidence of your PMO’s value and impact. Once the value has been proven through successful pilot projects, you can confidently scale your PMO, leveraging the insights gained from the pilot phase to drive organization-wide improvements, ensuring a more seamless and successful implementation. 

Regularly monitor the performance of the PMO and make necessary changes to improve its effectiveness and value delivery.  Ensure that the PMO remains aligned with the organization’s strategic objectives over time.

Strive for an entrepreneurial nature within your PMO so it is constantly evolving and finding new ways to add value to the organization.  For more insights regarding entrepreneurial project management, you can listen to Episode #45 of the Project Management Happy Hour podcast.    

PMO maturity models (e.g., OPM3, CMMI, P3M3) are another great way to assess strengths and improvement opportunities for project management.  The continuous improvement lifecycle of Assess, Strategize, Plan, and Implement is a simple model that can be used to keep your PMO relevant by evolving alongside your organization and growing its capabilities and benefits.  Identify where you need your PMO to be, complete a gap analysis, and develop an improvement plan to implement. 

The PMO Odyssey: Navigating the Unique Phases to Success! 

It is worth remembering that every PMO, like every organization, is unique and has its own set of requirements, activities, and milestones.  A generalized PMO startup roadmap broken up into 6 phases may look something like this: 

Six Phases of Starting a PMO

Build a Rock-Solid Start for Unstoppable Success! 

Ph 1 – Establish PMO Foundations

Focus on defining the PMO’s mission, vision, and goals, gaining a clear understanding of the organization’s project management needs and challenges.  Identify key stakeholders and establish communication channels.   

Define the PMO’s structure, roles, and responsibilities.  Establish governance processes, project selection criteria, and prioritization mechanisms.  Define initial metrics and key performance indicators (KPIs) to measure the PMO’s performance. 

Revealing the Secrets to Unleash Limitless Growth! 

Ph 2 – Assess Current State and Identify Gaps

Perform a comprehensive assessment of existing project management processes, practices, and capabilities, including gathering feedback from stakeholders, project teams, and senior management.   

Analyze project performance data, lessons learned, and historical project information.  Identify gaps, challenges, areas for improvement, and opportunities for standardization, process improvement, and knowledge sharing.  

Forge the Path to Peak Performance! 

Ph 3 – Develop and Implement PMO Framework

Develop and document project management processes, methodologies, and standards.  Establish templates, guidelines, and tools to support project management activities.   

Implement processes and tools for project selection, prioritization, and resource allocation.    

Define project governance structures and decision-making frameworks.  Provide training and support to PMO staff and project teams on PMO processes and tools. 

Launch Pilots and Skyrocket to Proven Success!  

Ph 4 – Pilot Projects and Proof of Value

Select a few pilot projects to demonstrate the value and benefits of the PMO’s processes and methodologies.   

Closely monitor their progress, track feedback from project teams, evaluate the effectiveness of the PMO’s practices, make necessary adjustments, and document lessons learned and success stories to share with executives and other stakeholders. 

Engage and Amaze Stakeholders! 

Ph 5 – Expand PMO Services and Engage Stakeholders

Build on successful pilot project results.  Expand the implementation of the PMOs processes, methodologies, and tools across a wider range of projects, while actively engaging stakeholders and communicating the value of the PMO.   

Provide ongoing support and guidance to project teams and establish regular communication channels and reporting mechanisms to ensure stakeholders are informed about project progress and performance. 

Spark an Unstoppable Journey of Continuous Growth! 

Ph 6 – Continuous Improvement and Maturity

Continuously monitor and evaluate the PMO by its performance, metrics, and KPIs, identifying areas for further improvement.   

Develop and execute improvement plans.  Implement process enhancements, best practices, and foster a culture of continuous learning and knowledge sharing within the PMO.   

Conduct regular reviews and assessments to track the PMO’s maturity and progress towards its goals.  

Charting a Course for Sustainable Success and Beyond! 

Starting a PMO from scratch requires a well-thought-out approach that considers a variety of critical factors. By focusing on the considerations discussed in this article as you are planning your roadmap, you can build a PMO that is valuable and sustainable, ensuring long-term success for your organization.  However, establishing a PMO involves navigating complexities and implementing best practices, which can be challenging for some organizations. 

This is where Kolme Group (kolmegroup.com) and its team of experienced consultants can provide invaluable guidance in project management processes, procedures, and capabilities of PPM tools (including Planview – AdaptiveWork, LeanKit, ClickUp, RAIDLOG, TimeJam, and GUIDEcx), as well as organizational change management (OCM) and Agile methodologies, and a tailored approach to PMO implementation. 

Our consultants work closely with organizations to understand their unique needs, culture, and strategic objectives. Through careful analysis, they develop and execute customized PMO strategies that align with the organization’s vision and goals. Kolme Group’s consultants bring a wealth of industry knowledge and hands-on experience, allowing them to identify potential challenges early on and implement effective solutions. 

Throughout the process, Kolme Group emphasizes knowledge transfer, empowering the organization’s internal teams with the skills and knowledge required for sustainable PMO success. Whether it’s selecting and implementing the right PPM tools, optimizing project management processes, driving Agile transformation, or managing organizational change, Kolme Group’s consultants provide continuous support and guidance, ensuring a smooth PMO setup and an enhanced ability to drive successful projects. 

By partnering with Kolme Group and their team of experienced consultants, organizations can gain access to industry-leading expertise, best practices, and tailored solutions that enable them to build a robust and effective PMO. With Kolme Group’s guidance, organizations can confidently navigate the complexities of PMO implementation and optimize their project management capabilities, contributing significantly to their overall success in an increasingly competitive business landscape. 

The post How to build a successful PMO From Scratch appeared first on Kolme Group.

The post How to build a successful PMO From Scratch appeared first on ProdSens.live.

In today’s dynamic business landscape, companies face unprecedented challenges in meeting customer demands, adopting new technologies, and staying ahead of the competition. Successful execution of projects is essential for achieving strategic goals and maintaining a competitive edge. This is where a Project Management Office (PMO) is a crucial asset for organizations.   

A PMO is a centralized entity within a company, which is responsible for standardizing project management practices, providing oversight, and improving overall project performance. The primary objective of a PMO is to ensure that projects are completed efficiently, on time, within budget, and are aligned with the company’s strategic objectives. The need for a PMO can arise for various reasons, but the results of establishing a PMO should contribute to the organization’s success and long-term sustainability. 

If you’re lucky, you have been selected to help design and implement a PMO.  So, what now? 

How to Harmonize Your Project and Change Management for Unstoppable Success 

Project Management Offices (PMOs) can provide a wide range of value to organizations by improving efficiency, project delivery, risk and resource management, stakeholder satisfaction, decision-making, and strategic alignment between your portfolio and your organization.   

All those outcomes sound great, and it is safe to assume that most organizations would benefit from these improvements.  You already know these things, and that’s why you’re here.   

You might be an executive looking for increased visibility and control of your portfolio.  Perhaps you are a senior project manager who thinks improving project governance would help obtain the necessary support, approvals, and resources for the initiatives your teams are advancing.  The point is, you are here because you have already decided you need a PMO.   

I am happy to tell you that right now is your best opportunity to influence the longevity of your PMO and the benefits it will provide.  If they are not created intentionally, thoughtfully, and with a clear purpose and vision backed by an executive sponsor, PMOs can easily suffer from damaged reputations and meet an early expiration.   

It is for these reasons that many PMOs do not last more than a handful of years.  Building a value driven and lasting PMO requires a well-defined strategy and a commitment to continuous improvement. 

In this article, I’ll introduce you to some key considerations that can help to ensure your PMO is successful and sustainable, and share a general roadmap to define, develop, and execute the rollout of your new PMO.  

Unveiling the Purpose and Value Is the Ticket to Project Management Success?   

It is essential to define the purpose and goals of the PMO clearly to understand the value proposition for creating and supporting it.  Think of this as your mission statement.  Turn it into your elevator pitch.   

The PMO should align with the organization’s overall strategic objectives, and its purpose should be to improve the value of project management across the organization. 

Do I Need A PMO ? Answer This Burning Question! (kolmegroup.com)  provides insight on three general categories used to define the objectives of a PMO.  It is worth the read.  In summary, the categories are as follows:   

• Accountability – PMOs oriented toward accountability often serve as a point of responsibility to the executive suite for execution. 

• Transparency – PMOs oriented toward transparency focus on communication and information flow for projects and initiatives. 

• Alignment – PMOs oriented towards alignment help ensure the organization’s strategic initiatives are prioritized within the portfolio and among all the other organizational activities. 

Three Categories to Define the Objectives of a PMO

Determining the value a PMO might provide can be a more complicated exercise. There are standard key project metrics that can be measured and analyzed directly, such as project success rate, schedule adherence, budget adherence, resource utilization, ROI, time-to-market, customer satisfaction, and so on.   

However, there are also a host of qualitative benefits that are harder to measure.  These include visibility into portfolio health, improved decision-making, improved professional development and talent retention, organizational agility, and reduced portfolio risk exposure. 

The article linked above discusses the importance of assessing an organization’s requirements, a critical step in the formation of a PMO, and why mapping them out to determine the most suitable value category should be pursued. As the organization grows and develops, the PMO’s role will evolve and change accordingly. Careful evaluation of the organization’s needs can offer valuable insights and considerations to aid in the successful launch of the PMO. 

How to Win Leadership Support and Secure Your PMO and Project’s Future! 

A PMO needs strong support from leadership to be successful.  If senior leaders do not support the PMO, it will not have the resources, authority, or influence it needs to be effective.   

Establishing and growing a coalition of support from top-level executives should include understanding their goals and objectives, building a business case that supports those goals, and clearly communicating the business case to potential sponsors.   

Involving an executive sponsor during the development of the PMO increases their sense of ownership and improves the likelihood of long-term support.  Once the PMO is operational and providing value, visibly celebrate the success of your PMO to continue growing support among other stakeholders.   

It never hurts to make your champions look good, either.  

Your PMO Dream Team: Who You Need to Build a Rock-Solid Foundation for Success? 

To build a sustainable PMO, you need to have the right people in place.  Hire experienced professionals from both inside and outside of your organization who can design, lead, and manage the PMO effectively.  Ensure that they have the necessary skills and knowledge to support the PMO’s goals.   

The particular roles you will need in your PMO will be different than those of other PMOs and will be determined by its purpose and goals.  In most cases, however, your PMO is likely to need the following roles: 

Roles You Will Need in Your PMO

PMO Director/Manager: The PMO Director leads and manages the Project Management Office, overseeing strategic direction, project portfolios, and driving performance improvement, while fostering a culture of project excellence.  A PMO Manager may also fill this role, depending on your organization. 

Project and Program Managers: Project and Program Managers play a critical role in planning, executing, and delivering projects and programs, ensuring effective project management practices, and driving successful outcomes aligned with organizational objectives. 

Experienced Project Support: Project Schedulers, Planners, Controllers, and Analysts play a vital role in managing project schedules, resources, budgets, and data analysis to support effective project planning, execution, monitoring, and control. 

New to Project Support: Project Coordinators and Admin Assistants play a significant role in coordinating project activities, managing documentation, facilitating communication, and providing administrative support to ensure the smooth operation of the PMO and project teams. 

PMO Processes and Procedures: Chaos or Symphony?  

Establish processes and procedures:  

To achieve success within an organization, it is crucial to establish clear and consistent processes and procedures for the PMO team and the organization to follow.  

Without these, projects can become chaotic, lacking structure and direction, resulting in confusion, delays, and unsatisfactory outcomes. Chaos can arise when projects are managed independently, without standardized practices or communication channels. However, a well-designed PMO with robust and adaptable processes and procedures can orchestrate project activities, harmonize teams, and ensure alignment with organizational goals.  

The PMO serves as a conductor, guiding projects with clarity, coordination, and efficiency, enabling teams to work together towards shared objectives. By establishing a symphony of processes and procedures, the PMO enables smooth collaboration, effective decision-making, and the successful delivery of projects, transforming chaos into a harmonious and productive environment. 

Consider Change Management: 

Organizational Change Management (OCM) can further drive the successful adoption of new processes, procedures, and tools by following a structured approach to change that will guide stakeholders through the change lifecycle.  According to Prosci, the world’s leading change management entity, organizations are up to 7 times more likely to meet or exceed their change objectives when they follow a defined OCM methodology.  Do I need to say that a little louder?  Seven times.  How is that possible? 

When we distill it into the simplest terms, OCM is all about understanding that organizational change is a journey for individuals.  We are more successful in implementing changes when we lead the impacted stakeholders through the change instead of foisting it upon them and hoping they do their part.  Individuals need to be aware of the change and why it is needed.  They need to have the desire to participate in and support the change.  They need the knowledge of how to change.  They need to be granted the ability to implement the desired skills and behavior necessary for the change.  Finally, they need ongoing reinforcement to sustain the change.  When we measure impacted individuals in terms of these five steps, we can map their location along the change journey and are able to support their advancement toward successful change outcomes. 

PPM Tools: The Secret Sauce for Project Management Success?  

Implement tools and technology:

To improve project management practices, it is important to invest in tools and technology that will help the newly formed PMO team.  Only 23% of organizations use enterprise Project and Portfolio Management (PPM) tools, but 77% of high-performing teams utilize project management software (Wellingtone, 2020).   

PPM tools are the secret sauce for project management success, and this technological magic can elevate your PMO to new heights!  

These advanced software solutions streamline project planning, resource allocation, progress tracking, and reporting, enabling teams to manage projects efficiently and with precision. PPM tools can provide real-time insights, empowering project managers to make data-driven decisions swiftly. With enhanced collaboration features, team members can communicate seamlessly, ensuring everyone is on the same page. 

The automation and analytics offered by these tools simplify complex tasks, optimize resource usage, and identify potential risks, leading to improved project outcomes. Embracing PPM technology can be a transformative step for any PMO, fostering a culture of excellence, driving productivity, and ultimately achieving organizational success in an ever-competitive business landscape. 

Unleash Their Potential with Top-Notch Training! 

Promote Continuous Improvement through PMO Training 

To ensure continuous improvement within your PMO, it is essential to invest in training and support for your team. Equipping the PMO with the necessary skills and knowledge is crucial for effective performance. Providing both initial and ongoing training on project management methodologies, tools, and technologies is essential for staying up to date with industry best practices. 

Coaching and mentoring should also be offered to team members who require additional support, fostering a culture of collaboration and knowledge sharing. Encouraging team members to pursue certifications in their respective disciplines helps in developing a roster of generalizing specialists, who can contribute to various projects effectively. 

While there are a variety of options for project management knowledge curricula, it is beneficial for the PMO to ensure that its project managers share a baseline set of skills and knowledge. According to PMI’s Pulse of the Profession (2020), a significant number of organizations (61%) provide some form of PM training, while nearly half (47%) have established clear paths for developing PM careers. 

By prioritizing training and continuous development, your PMO can enhance its capabilities, drive excellence, and adapt to the ever-changing demands of the business landscape, ultimately leading to improved project outcomes and organizational success.  

Evolving or Revolving? Unleash Endless Growth with Continuous Improvement! 

To build an enduring PMO, it should be designed for continuous improvement and steady growth.  Starting your PMO office lean and piloting projects with reduced risk, before scaling, is a strategic approach that holds paramount importance.  

By adopting a lean approach initially, you can focus on essential functions and avoid unnecessary complexities, ensuring efficient resource allocation. Piloting projects with reduced risk allows you to validate the effectiveness of your PMO processes and procedures on a smaller scale, identifying potential challenges and refining your strategies without committing to a full-scale implementation.  

This approach not only minimizes initial investment but also provides tangible evidence of your PMO’s value and impact. Once the value has been proven through successful pilot projects, you can confidently scale your PMO, leveraging the insights gained from the pilot phase to drive organization-wide improvements, ensuring a more seamless and successful implementation. 

Regularly monitor the performance of the PMO and make necessary changes to improve its effectiveness and value delivery.  Ensure that the PMO remains aligned with the organization’s strategic objectives over time.

Strive for an entrepreneurial nature within your PMO so it is constantly evolving and finding new ways to add value to the organization.  For more insights regarding entrepreneurial project management, you can listen to Episode #45 of the Project Management Happy Hour podcast.    

PMO maturity models (e.g., OPM3, CMMI, P3M3) are another great way to assess strengths and improvement opportunities for project management.  The continuous improvement lifecycle of Assess, Strategize, Plan, and Implement is a simple model that can be used to keep your PMO relevant by evolving alongside your organization and growing its capabilities and benefits.  Identify where you need your PMO to be, complete a gap analysis, and develop an improvement plan to implement. 

The PMO Odyssey: Navigating the Unique Phases to Success! 

It is worth remembering that every PMO, like every organization, is unique and has its own set of requirements, activities, and milestones.  A generalized PMO startup roadmap broken up into 6 phases may look something like this: 

Six Phases of Starting a PMO

Build a Rock-Solid Start for Unstoppable Success! 

Ph 1 – Establish PMO Foundations

Focus on defining the PMO’s mission, vision, and goals, gaining a clear understanding of the organization’s project management needs and challenges.  Identify key stakeholders and establish communication channels.   

Define the PMO’s structure, roles, and responsibilities.  Establish governance processes, project selection criteria, and prioritization mechanisms.  Define initial metrics and key performance indicators (KPIs) to measure the PMO’s performance. 

Revealing the Secrets to Unleash Limitless Growth! 

Ph 2 – Assess Current State and Identify Gaps

Perform a comprehensive assessment of existing project management processes, practices, and capabilities, including gathering feedback from stakeholders, project teams, and senior management.   

Analyze project performance data, lessons learned, and historical project information.  Identify gaps, challenges, areas for improvement, and opportunities for standardization, process improvement, and knowledge sharing.  

Forge the Path to Peak Performance! 

Ph 3 – Develop and Implement PMO Framework

Develop and document project management processes, methodologies, and standards.  Establish templates, guidelines, and tools to support project management activities.   

Implement processes and tools for project selection, prioritization, and resource allocation.    

Define project governance structures and decision-making frameworks.  Provide training and support to PMO staff and project teams on PMO processes and tools. 

Launch Pilots and Skyrocket to Proven Success!  

Ph 4 – Pilot Projects and Proof of Value

Select a few pilot projects to demonstrate the value and benefits of the PMO’s processes and methodologies.   

Closely monitor their progress, track feedback from project teams, evaluate the effectiveness of the PMO’s practices, make necessary adjustments, and document lessons learned and success stories to share with executives and other stakeholders. 

Engage and Amaze Stakeholders! 

Ph 5 – Expand PMO Services and Engage Stakeholders

Build on successful pilot project results.  Expand the implementation of the PMOs processes, methodologies, and tools across a wider range of projects, while actively engaging stakeholders and communicating the value of the PMO.   

Provide ongoing support and guidance to project teams and establish regular communication channels and reporting mechanisms to ensure stakeholders are informed about project progress and performance. 

Spark an Unstoppable Journey of Continuous Growth! 

Ph 6 – Continuous Improvement and Maturity

Continuously monitor and evaluate the PMO by its performance, metrics, and KPIs, identifying areas for further improvement.   

Develop and execute improvement plans.  Implement process enhancements, best practices, and foster a culture of continuous learning and knowledge sharing within the PMO.   

Conduct regular reviews and assessments to track the PMO’s maturity and progress towards its goals.  

Charting a Course for Sustainable Success and Beyond! 

Starting a PMO from scratch requires a well-thought-out approach that considers a variety of critical factors. By focusing on the considerations discussed in this article as you are planning your roadmap, you can build a PMO that is valuable and sustainable, ensuring long-term success for your organization.  However, establishing a PMO involves navigating complexities and implementing best practices, which can be challenging for some organizations. 

This is where Kolme Group (kolmegroup.com) and its team of experienced consultants can provide invaluable guidance in project management processes, procedures, and capabilities of PPM tools (including Planview – AdaptiveWork, LeanKit, ClickUp, RAIDLOG, TimeJam, and GUIDEcx), as well as organizational change management (OCM) and Agile methodologies, and a tailored approach to PMO implementation. 

Our consultants work closely with organizations to understand their unique needs, culture, and strategic objectives. Through careful analysis, they develop and execute customized PMO strategies that align with the organization’s vision and goals. Kolme Group’s consultants bring a wealth of industry knowledge and hands-on experience, allowing them to identify potential challenges early on and implement effective solutions. 

Throughout the process, Kolme Group emphasizes knowledge transfer, empowering the organization’s internal teams with the skills and knowledge required for sustainable PMO success. Whether it’s selecting and implementing the right PPM tools, optimizing project management processes, driving Agile transformation, or managing organizational change, Kolme Group’s consultants provide continuous support and guidance, ensuring a smooth PMO setup and an enhanced ability to drive successful projects. 

By partnering with Kolme Group and their team of experienced consultants, organizations can gain access to industry-leading expertise, best practices, and tailored solutions that enable them to build a robust and effective PMO. With Kolme Group’s guidance, organizations can confidently navigate the complexities of PMO implementation and optimize their project management capabilities, contributing significantly to their overall success in an increasingly competitive business landscape. 

The post How to build a successful PMO From Scratch appeared first on Kolme Group.

The post How to build a successful PMO From Scratch appeared first on ProdSens.live.

Executive Summary

A project’s purpose is to deliver value to its stakeholders. And a PMO should strive to deliver value to the organization. The value provided by a PMO office can take different forms depending on the organization’s needs, and it will evolve and change as the organization grows and changes. Kim helps you look at those needs and provides insight for consideration before launching your Project Management Office.

• To PMO Or Not To PMO?
• The Wrong Way To Think About PMO
• The New Reality Of Execution
• The Right Way To Think About PMO
• PMO Value Categories
• Think In Terms Of The Value Transaction
• When a PMO Is Not the Right Way to Go?
• What If We Go “Agile” – Why Would We Need A PMO? 

Do I Need to Establish A PMO (Project Management Office)?

To PMO Or Not To PMO? 

Of the many questions our team gets around portfolio management, project management tools, and PMOs, probably the most important one of all is, “Do I need a PMO?” 

It is so important because if you don’t have a good answer at the ready, then your portfolio, potential PMO, and future projects are all at risk.

At Kolme Group, my partners and I started as project managers and worked our way into building, managing, assessing, and fixing Project Management Offices. We work with PMO offices across many industries daily to help them run more efficiently and provide more value to their organizations.  

So, when we hear the question, “Do I need a PMO?” We have a ready answer. 

The Wrong Way To Think About PMO 

The “old school” way to think about PMOs is that they are simply a team of project managers that enforce process and governance to make sure projects are done “right.”

This perception comes from project managers’ natural tendency toward organization, structure, and processes. This notion often expresses itself in PMOs, focusing more on adhering to the project management process than delivering value.

These organizations’ project management office turns into “Project Management Obstruction” rather than organizational enablers.

The New Reality Of Execution

Not only is it more important to focus on value than process, but the concept of a standard delivery process across an organization is becoming obsolete.

At least 71% of organizations, and maybe as many as 97%, have implemented an agile approach. This method champions team-level self-organization and, as the name implies, a propensity for flexibility.

Agile often means devising unique ways of working for each team. While there is ample evidence that self-organized agile teams are more productive at the team level, this can lead to chaos when trying to execute initiatives that span multiple teams, each working in their own way.

Cross-team collaboration is the new reality of project execution. Each team may have its own or no methodology, and the PMO office needs to coordinate with these teams to deliver enterprise-wide initiatives.

So, the modern project management office’s mission is more about adopting an agile approach and orchestrating execution in a heterogeneous environment than trying to impose some artificial homogeneous process across the organization.

The Right Way To Think About PMO 

A project’s purpose is to deliver value to its stakeholders. And a PMO office should strive to deliver value to the organization. It would be best if you defined the purpose of a PMO the same way we define the purpose of an individual project.  

The value provided by a PMO can take different forms depending on the organization’s needs, and it will evolve and change as the organization grows and changes. To account for this, the PMO should strive to be entrepreneurial in its leadership and lead engagement efforts within the organization.  

In fact, Project Management Happy Hour podcast guest Rolondo Talbott spoke with Kim Essendrup about Entrepreneurial Project Management and how a project manager or PMO is a service organization – not a box checker but an offeror of services.

A current business trend gaining acceptance is stepping back from PMOs in the IT sector. There is a growing argument against project management methodologies and the association with loss of control. 

That means it’s even more critical for PMO managers/leaders to express their office’s commitment to customer service and continuous improvement and the value and importance project and program managers have within a Project Management Office. 

PMO Value Categories 

Regarding the specific value a PMO provides, it falls into three general categories: Accountability, Transparency, and Alignment.

Project Management Offices typically provide value across some mix of these categories. When thinking of your existing or potential PMO, it can be a valuable exercise to work with your stakeholders to “put a pin” in the diagram below where you need the most help.

Accountability 

PMO offices oriented toward accountability often serve as a point of responsibility to the executive suite for execution.

Focus areas for accountability-oriented PMOs may include:

• Responsibility for executing key strategic initiatives
• Financial accountability and reporting for the portfolio
• For Professional Services organizations, engagement profitability and customer satisfaction
• Regulatory compliance

When we talk with executives that need an accountability-focused PMO, we listen for key phrases like:

• I need someone I can trust / count-on to get our initiative done.
• How do I make sure I get the value I expected from my CapEx budget?
• How do we enforce regulatory compliance?

Transparency 

Project Management Offices oriented toward Transparency focus on communication and information flow for projects and initiatives.

The goal is most often to help minimize the surprises that come from project risks and issues and to enable the organization to be more proactive in its management of risk and change.

Focus areas of transparency typically include:

• Risk and issue reporting and change management
• Resource management and planning
• Common reporting across the portfolio to identify projects that are at risk or in trouble

When we talk with executives in organizations that need a transparency-focused PMO, we often hear key phrases like:

• I know my people are busy, but I don’t know what they are doing.
• We are tired of all the surprises and firefighting.

Alignment 

Project Management Offices that focus on alignment help ensure the organization’s strategic initiatives are prioritized within the portfolio and among all the other organizational activities. However, when a PMO takes this role, it does not absolve individual teams from accountability for delivering on their team-specific initiatives.

The most transformative and valuable changes are typically those that must span different parts of an organization. So, a PMO that can manage alignment across various teams is key to success.

Focus areas for alignment-oriented PMOs typically include:

• Mapping and tracking projects to strategic organizational goals and objectives
• Project intake, prioritization, and selection
• Stage-gate controls and release management

When we talk with executives in organizations that need an alignment-focused PMO, the most frequent comments we hear are:

• We spend all this money, time, and effort on projects, but our strategic initiatives never seem to get done.
• We find ourselves struggling to complete projects that we should have just terminated long ago.

Agile Project Management Office Transformation

We often see a particular ‘superclass’ of agile PMOs we often see that encompass all three of the above value types, the Transformation PMO. These organizations can be temporary and implemented to drive a specific and often radical organizational transformation.  

Typical transformations that use this type of PMO include:  

• Mergers and Acquisitions 
• Agile transformations 
• Creating a new line of business 

Think In Terms Of The Value Transaction

It can be helpful to map out the value a Project Management Office can provide using a value transaction or spider diagram when considering what a PMO can provide to your organization. This tool is excellent for identifying not just the value the office provides to different parts of the organization but the level of commitment the PMO needs in return to deliver that value.

This diagram can be a great collaborative brainstorming tool to use with your PMO stakeholders. It’s also a helpful communication tool to use with your executive team.

The example below is very high-level – you will likely have more than the four teams and many more items in your value transaction tables.

When a PMO Is Not the Right Way to Go?

In simple terms, if you cannot define the value, a PMO would give to your organization, then don’t create one.  

This doesn’t mean that an office cannot give you value, but if your team cannot identify how it would do that, it won’t succeed in the face of any resistance.  

Another consideration regarding if a Project Management Office is the right way to go occurs when the value you do identify isn’t strong enough to get vested interest and sponsorship from your leadership team.  

If they’re not buying what you’re selling, your PMO won’t survive for long. 

What If We Go “Agile” – Why Would We Need A PMO?

94% of highly agile organizations report having a PMO or similar project governance team.

Project Management Offices are easy targets to catch the blame for project delivery issues. That blame then often extends to the whole discipline of Project Management, which can make organizations think, “I’ll just go Agile, and everything will be better.”  

The reality is that setting up a dedicated team to drive project performance and delivery (i.e., a PMO) is a LOT easier than completely transforming an entire organization to an agile framework. And if you cannot successfully create and operate a PMO, you will likely fare worse when restructuring the entire organization. 

Remember that organizational agility isn’t just about doing “Agile.” And if you are going to start an agile journey, organizing a Transformation PMO in an agile environment to drive that change can be much more cost-effective than bringing in a busload of “Big 3” consultants to do it for you.    

How Do We Start? 

If you think a PMO is for you, our recommendation is to start by having conversations within your leadership team about the potential value you might get from a PMO.

Map out your value transactions using a visual aid such as the spider diagram above – DOWNLOAD YOUR FREE WORKSHEET TEMPLATE.

Once you have organizational alignment on the value transactions for your proposed PMO, the next step is to start planning what the PMO should look at from an org structure, reporting, and measurement perspective.

If, however, you find that you want help with this process or support in assessing the value a PMO can give to your organization, Please Contact Us, and we’ll reach out to you shortly. 

Contact Us Today

The post Do I need a PMO? appeared first on Kolme Group.

The post Do I need a PMO? appeared first on ProdSens.live.