Executive Summary 

Due to information overload, knowing and tracking Objectives and Key Results (OKRs) in business is essential to decipher what the company’s key performance indicators are trying to tell you. This article will address what OKRs mean, how they better your business, and show you an OKR example to help you establish your own OKRs.

• What Superpowers Do OKRs Give My Organization?
• What Are OKRs?
• Outlining Objective & Key Results (OKRs)
• The Approach in a Nutshell
• How Does This Look in Daily Practice, and How Can I Start?
• How Does That Look in Practice?
• Fair Warning; Keep in Mind the Success Criteria!

What Superpowers Do OKRs Give My Organization?

A while back, I had a conversation with my father, who is in his seventies and has been retired for over ten years. For the last 20 years of his career, he worked as an HR manager for a global company. Now that he is retired, he reads a lot of newspapers and has recently taken an interest in the phenomenon where younger people seem prone to burnout and other stress-related illnesses.

And talking with him made me realize that the amount of information the current generation of ‘younger people’ are exposed to during their careers – especially compared with my dad’s generation, is much higher. 

Due to this information overload, I will address why knowing and tracking Objectives and Key Results (OKRs) is essential to decipher what these key performance indicators tell you. I will address what OKRs mean and how they better your business. 

We live in a world that is moving much faster than we can. More information than we could ever consume is accessible on demand 24/7, and the opportunities for us are endless.

As much as this applies to people, it also applies to organizations. Information flows is 24/7, and we have on-demand access and endless choices concerning business opportunities. It can seem like the more complex decision isn’t what you can do – but what can’t you do?

And with so many opportunities available, how do you choose what strategy initiatives to focus on? Each option is better than the previous, and you can easily find yourself accomplishing none if you try to do it all!

For businesses, but also individuals, OKRs are a method that can help you create a framework around your goals that: 

• nurture focus
• alignment
• accountability, and
• transparency 

OKRs can help your organization, its teams, and the individual members reach the stars.

What Are OKRs?

What Are OKRs?

OKR stands for Objectives & Key Results and is a management methodology for setting goals within an organization, although you can also use I for setting personal goals. It differs from other goal-setting methodologies, as OKRs are better equipped to implement changes at a higher pace and in iterative cycles.

OKRs help you focus on the most critical business priorities in shorter time frames and are openly shared, communicated, and measured within the organization. Tracking and analyzing OKRs helps increase transparency, cross-team alignment, and accountability of the Objectives & Key Results.

Outlining OKRs, like Agile methods, have been around for a while. These methods are gradually gaining more use as the need for flexible and adaptable frameworks & methodologies to stay in line with continuous change is required.

The Four Superpowers of Outlining Objective & Key Results (OKRs)

OKRs distinguishes itself from other goal-setting methodologies because they possess four superpowers:

Superpower #1 – Focus & Commit to Priorities

OKRs help you choose what matters most to the organization. Determining what matters most will help you concentrate on the Core Objectives that make the absolute difference. 

These Core Objectives are the Objectives that are leveraged at the next level, compared to other Objectives that are still important but need to provide that extra leverage to make a difference.

Superpower #2 – Align & Connect for Teamwork

Transparent OKRs nourish collaboration between teams. When OKRs are out there in the open for everyone to see and to give feedback, critique, or provide corrections on, this creates two essential aspects:

It creates a team of team’s approach to solving problems. When team A is working on something that can benefit team B’s goal, they can reach out to team B and work together on their goal.

Because transparent OKRs are out in the open, it is impossible to be secretive about goals. Secrecy drives fear & shame and nourishes business toxicity that is dangerous for the growth of your business.

Superpower #3 – Track for Accountability

The OKR lifecycle is a living organism. Teams or employees track, score, revise and adapt OKRs in iterative cycles. In that process, they gain vital insights into the progression that they are making, and they continuously assess whether the Objectives are still worth pursuing.

Being part of that process and experiencing the OKR progression helps keep your teams/employees growing, motivated, and engaged in their work. Motivation and engagement are the best sources for increasing accountability within teams and/or employees.

Superpower #4 – Stretching OKRs for Maximum Value

Stretching your OKRs will help create maximum value. An OKR should push against (not over!) boundaries of the impossible, as this will help teams/employees discover they can reach impressive levels.

Pushing for results driven by your Objectives and Key Results (and, in the process, experiencing the results of those outstanding efforts) fuels a team’s innovation and empowerment. These two ingredients are critical to the survival of an organization, and OKRs can help you drive business-critical success factors.

The Approach in a Nutshell

OKRs are Based On Asking Yourself Two Questions

Primarily, OKRs are based on asking yourself two questions:

Where do I want to go?

• THE OBJECTIVE = The What
  • These should be aspirational and motivational Objectives that are clear enough to be easily understood and ambitious enough to inspire.

How will I monitor and measure if I am getting there?

• THE KEY RESULT(S) = The How
  • These should be concrete, specific measurements of progress toward achieving the Objective.

Creating OKRs for your organization involves converting the Why into the What and the How. Therefore, a good starting point for you to start working with OKRs is:

The WHY: What is the business value of introducing OKRs into your organization? Define the fundamental reason for wanting to adopt OKRs and prepare to be able to explain how OKRs will help improve the organization.

The WHAT: What do you want to achieve/where do you want to go? This answer will result in formulating the Objective.

The HOW: How will you know that you have reached your goal? This answer will formulate the Key Result (s) for each Objective.

Since the added value of OKRs is the short-term and frequent time frame, it is crucial to predefine a timeline for your OKRs. Ideally, this is three months, but it is up to each organization to make this shorter or longer if required. 

Especially when you start with OKRs, I suggest you work in 8-week sprints to get into the flow of the OKR process. Because the time frame is so important, I would like to add the following:

The When: In what time frame would you like to achieve your goals?

Finally, there is one last step that I would also include, and that is:

The Initiative: What can I do as an organization employee to help reach the Objective (s)? 

It is not up to management to decide what each employee can do. Still, it is an excellent initiative to get your employees involved in the adoption process and challenge them to actively participate and think of how they can contribute to the Objective(s).

How Does This Look in Daily Practice, and How Can I Start?

Great, we are ready to adopt OKRs! Now, what…?

First, Define your Why

Before defining the Objectives and Key Results, please note the difference:

• Objectives are always significant, concrete, action-oriented, and preferably inspirational
• Key Results are always specific & time-bound, aggressive yet realistic, and measurable & verifiable

Create a list of five Objectives maximum based on the organizational strategy, mission, and vision. 

Keep in mind the criteria mentioned above; I highly suggest considering if the Objective is inspirational. This priority is the difference from Superpower #1 mentioned above.

For each Objective, define a list of five Key Results, maximum. Remember the criteria mentioned above, make them measurable (by including a number or percentage), set a time frame, and make sure they push against the boundaries as suggested in Superpower #4.

Communicate the OKRs within the entire organization as outlined in Superpower #2. During the lifecycle of the Key Results, continuously track and rate the progress of each Key Result.

At the end of the cycle, grade each Key Result to address how it performed (based on your performance tracking rates) and assess what you would do differently next time. For example:

• A score of 7 or higher is delivered, between 4-6 is the progress made but no completion, and three and below is failing
• Any low-scoring Key Results (under 7) let you know that you need to reassess the Objective and, if still valuable, make changes for the next cycle

OKR Example: How Does That Look in Practice?

Why: You have always struggled to be a healthy person – you are very fond of food and alcoholic beverages, and sports are not your favorite to do. Now it starts to affect your health; therefore, you realize your lifestyle has to change, and you set an OKR for the coming three months.

Fair Warning; Keep in Mind the Success Criteria!

Like any framework or methodology, it is only as good as the execution. As they say, Good intentions can still pave the way to hell, therefore when adopting OKRs within your organization, keep in mind the following success criteria:

• Before you start, start with WHY (do I want to adopt OKRs);
• OKR provides for fast-paced business environments and quick changes, but that does not mean you can implement fast. 
  • Reserve enough time for OKR crafting, as it will make the difference between success and failure, especially when you are just starting!
• Less is more—work, at most, with five Objectives. I recommend 1-2 for the first attempt.
• There is no right or wrong; keep this in mind:
• Objectives are significant, concrete, action-oriented, and inspirational.
• Key Results are specific, time-bound, aggressive yet realistic, and measurable & verifiable.
• Every month review the progress of your Key Results. Key results are either Achieved or Not Achieved. 
  • Therefore, you need to know how they progress through the process to make the necessary on-time adjustments.
• Last but certainly not least: Get support and buy-in from your coworkers by involving them in the adoption process and challenging them to think about what they can do to help achieve the OKRs. 
  • You can even add this to their development plan, although OKRs on this level should not be included in any compensation plan as it paves the way for setting an easy-to-reach OKR to ensure the compensation.

If you want to read more about OKRs, I recommend the book ‘Measure What Matters,’ written by the OKR godfather John Doerr. 

Twenty years ago, he introduced the methodology to the management of a small company named Google. In his book, you can read more about that story and other organizations that have successfully implemented and are using OKRs to drive their business.

John Doerr also did a TedTalk on ‘Why the Secret to Success is Getting the Right Goals‘ – watch here.

What’s Next?

At Kolme Group, we want to help you get the best out of implementing OKRs in your business and help your team focus on the main business priorities.  We see great value in using the OKR methodology to make your business and team thrive for the best!

Don’t hesitate to contact us to learn more about our services and how we can help you.

Contact Us

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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

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As one of PlanView’s premier implementation partners, Kolme Group has implemented Planview Adaptive work for hundreds of customers over the years; many of them being Project Management Offices. After implementing about 80% of the same best-practice features for many of our clients, we created a “pre-baked system” called QuickStart to offer PMOs looking to implement AdaptiveWork.  

What is the PMO QuickStart? 

What is a PMO Quickstart

Using our experience and customer feedback during onboardings, we created a boilerplate package that enables any PMO with a Planview AdaptiveWork system that follows best practices in performance and configuration as well as typical use cases to make project management more efficient and provide governance and visibility of your PMO may need. During the onboarding process, we will incorporate your organization’s key data needs relating to the scope of our “quickstart package” to ultimately create your company’s AdaptiveWork system.  

What comes with a QuickStart? 

What is a prebaked system

The most common pain points we hear from our clients are:

• I don’t know what my team is working on,
• We want to evaluate our project requests against the company’s priorities,
• We don’t have visibility into the health of our portfolios.

Our answer to these concerns, and many more, is the PMO QuickStart that comes with a governed Project Lifecycle and Prioritization process. This allows the PMO to prioritize incoming project requests as well as reporting enablement on portfolio and project health.

The scope for quickstarts is prescriptive in nature, providing your organization with best-practice system settings. Six practice profiles are tailored to key PMO roles. These roles include:

• Project Managers and Resource Managers
• Portfolio taxonomy
• Project lifecycle governance from intake to closure
• RAID item tracking
• Reporting enablement
• Training modules for features of the system

What Is The Onboarding Timeline?

Onboarding Timeline

Regular onboarding takes anywhere between six to eight months. This allows for a lot of deep dive into the organization’s needs and customizing Planview AdaptiveWork to meet those needs.  

A QuickStart onboarding is a fast-track system that allows the organization to go live between eight and 15 weeks from kickoff to closure.  

The timeline can be developed to accommodate meeting schedules and ensure the speed of the implementation is at a comfortable pace. During past onboarding, we found that the most efficient pace is to have at least one workshop per week to keep the process moving but no more than two per week, as there is a lot of information to retain.  

How Do I Prepare My Team For Onboarding? 

How to Prepare for Onboarding

Once Kolme Group is staffed and ready to start your onboarding project, the Project Manager will send a preparation checklist with introductory training videos as well as an outline of deliverables for your team to begin collecting for the onboarding process.  

Once the Kickoff has started, your team will receive the workshop agendas that will cover the topics to be discussed. It is important to discuss the current process surrounding that topic before the meeting. This helps during the demo solution, so your team knows what additions are needed to meet the organization’s needs. 

What is the Recommended Client Onboarding Training? 

QuickStarts are fast-paced. We highly recommend your team set aside time each week to play in the Sandbox instance, if one is available, to learn how to navigate the system and use the features to see what they do.  

At project closure, Your team can request a “Sandbox Refresh,” which is an overwrite of your Sandbox with a replica of your newly configured production instance. This way your team can continue learning in a safe environment with your QuickStart configurations.  

What comes after Onboarding?

What comes after Onboarding

AdaptiveWork is endlessly flexible. We recommend starting with the QuickStart package and minimal additional configurations for the initial launch, then adding additional functionality once the base solution is successfully adopted by the organization. This will allow your team to effectively use the robust system, mature your process, and grow over time.

We want to see your team succeed with Planview AdaptiveWork. We provide a multitude of follow-up services that include:

• Admin Training
• System Health Checks
• Free Consultations
• System performance checkups

Kolme Group’s Additional Services

If you are interested in learning more about our Planview AdaptiveWork PMO QuickStart package, contact the Kolme Group Sales team!

Contact Us

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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

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Executive Summary 

Due to information overload, knowing and tracking Objectives and Key Results (OKRs) in business is essential to decipher what the company’s key performance indicators are trying to tell you. This article will address what OKRs mean, how they better your business, and show you an OKR example to help you establish your own OKRs.

• What Superpowers Do OKRs Give My Organization?
• What Are OKRs?
• Outlining Objective & Key Results (OKRs)
• The Approach in a Nutshell
• How Does This Look in Daily Practice, and How Can I Start?
• How Does That Look in Practice?
• Fair Warning; Keep in Mind the Success Criteria!

What Superpowers Do OKRs Give My Organization?

A while back, I had a conversation with my father, who is in his seventies and has been retired for over ten years. For the last 20 years of his career, he worked as an HR manager for a global company. Now that he is retired, he reads a lot of newspapers and has recently taken an interest in the phenomenon where younger people seem prone to burnout and other stress-related illnesses.

And talking with him made me realize that the amount of information the current generation of ‘younger people’ are exposed to during their careers – especially compared with my dad’s generation, is much higher. 

Due to this information overload, I will address why knowing and tracking Objectives and Key Results (OKRs) is essential to decipher what these key performance indicators tell you. I will address what OKRs mean and how they better your business. 

We live in a world that is moving much faster than we can. More information than we could ever consume is accessible on demand 24/7, and the opportunities for us are endless.

As much as this applies to people, it also applies to organizations. Information flows is 24/7, and we have on-demand access and endless choices concerning business opportunities. It can seem like the more complex decision isn’t what you can do – but what can’t you do?

And with so many opportunities available, how do you choose what strategy initiatives to focus on? Each option is better than the previous, and you can easily find yourself accomplishing none if you try to do it all!

For businesses, but also individuals, OKRs are a method that can help you create a framework around your goals that: 

• nurture focus
• alignment
• accountability, and
• transparency 

OKRs can help your organization, its teams, and the individual members reach the stars.

What Are OKRs?

What Are OKRs?

OKR stands for Objectives & Key Results and is a management methodology for setting goals within an organization, although you can also use I for setting personal goals. It differs from other goal-setting methodologies, as OKRs are better equipped to implement changes at a higher pace and in iterative cycles.

OKRs help you focus on the most critical business priorities in shorter time frames and are openly shared, communicated, and measured within the organization. Tracking and analyzing OKRs helps increase transparency, cross-team alignment, and accountability of the Objectives & Key Results.

Outlining OKRs, like Agile methods, have been around for a while. These methods are gradually gaining more use as the need for flexible and adaptable frameworks & methodologies to stay in line with continuous change is required.

The Four Superpowers of Outlining Objective & Key Results (OKRs)

OKRs distinguishes itself from other goal-setting methodologies because they possess four superpowers:

Superpower #1 – Focus & Commit to Priorities

OKRs help you choose what matters most to the organization. Determining what matters most will help you concentrate on the Core Objectives that make the absolute difference. 

These Core Objectives are the Objectives that are leveraged at the next level, compared to other Objectives that are still important but need to provide that extra leverage to make a difference.

Superpower #2 – Align & Connect for Teamwork

Transparent OKRs nourish collaboration between teams. When OKRs are out there in the open for everyone to see and to give feedback, critique, or provide corrections on, this creates two essential aspects:

It creates a team of team’s approach to solving problems. When team A is working on something that can benefit team B’s goal, they can reach out to team B and work together on their goal.

Because transparent OKRs are out in the open, it is impossible to be secretive about goals. Secrecy drives fear & shame and nourishes business toxicity that is dangerous for the growth of your business.

Superpower #3 – Track for Accountability

The OKR lifecycle is a living organism. Teams or employees track, score, revise and adapt OKRs in iterative cycles. In that process, they gain vital insights into the progression that they are making, and they continuously assess whether the Objectives are still worth pursuing.

Being part of that process and experiencing the OKR progression helps keep your teams/employees growing, motivated, and engaged in their work. Motivation and engagement are the best sources for increasing accountability within teams and/or employees.

Superpower #4 – Stretching OKRs for Maximum Value

Stretching your OKRs will help create maximum value. An OKR should push against (not over!) boundaries of the impossible, as this will help teams/employees discover they can reach impressive levels.

Pushing for results driven by your Objectives and Key Results (and, in the process, experiencing the results of those outstanding efforts) fuels a team’s innovation and empowerment. These two ingredients are critical to the survival of an organization, and OKRs can help you drive business-critical success factors.

The Approach in a Nutshell

OKRs are Based On Asking Yourself Two Questions

Primarily, OKRs are based on asking yourself two questions:

Where do I want to go?

• THE OBJECTIVE = The What
  • These should be aspirational and motivational Objectives that are clear enough to be easily understood and ambitious enough to inspire.

How will I monitor and measure if I am getting there?

• THE KEY RESULT(S) = The How
  • These should be concrete, specific measurements of progress toward achieving the Objective.

Creating OKRs for your organization involves converting the Why into the What and the How. Therefore, a good starting point for you to start working with OKRs is:

The WHY: What is the business value of introducing OKRs into your organization? Define the fundamental reason for wanting to adopt OKRs and prepare to be able to explain how OKRs will help improve the organization.

The WHAT: What do you want to achieve/where do you want to go? This answer will result in formulating the Objective.

The HOW: How will you know that you have reached your goal? This answer will formulate the Key Result (s) for each Objective.

Since the added value of OKRs is the short-term and frequent time frame, it is crucial to predefine a timeline for your OKRs. Ideally, this is three months, but it is up to each organization to make this shorter or longer if required. 

Especially when you start with OKRs, I suggest you work in 8-week sprints to get into the flow of the OKR process. Because the time frame is so important, I would like to add the following:

The When: In what time frame would you like to achieve your goals?

Finally, there is one last step that I would also include, and that is:

The Initiative: What can I do as an organization employee to help reach the Objective (s)? 

It is not up to management to decide what each employee can do. Still, it is an excellent initiative to get your employees involved in the adoption process and challenge them to actively participate and think of how they can contribute to the Objective(s).

How Does This Look in Daily Practice, and How Can I Start?

Great, we are ready to adopt OKRs! Now, what…?

First, Define your Why

Before defining the Objectives and Key Results, please note the difference:

• Objectives are always significant, concrete, action-oriented, and preferably inspirational
• Key Results are always specific & time-bound, aggressive yet realistic, and measurable & verifiable

Create a list of five Objectives maximum based on the organizational strategy, mission, and vision. 

Keep in mind the criteria mentioned above; I highly suggest considering if the Objective is inspirational. This priority is the difference from Superpower #1 mentioned above.

For each Objective, define a list of five Key Results, maximum. Remember the criteria mentioned above, make them measurable (by including a number or percentage), set a time frame, and make sure they push against the boundaries as suggested in Superpower #4.

Communicate the OKRs within the entire organization as outlined in Superpower #2. During the lifecycle of the Key Results, continuously track and rate the progress of each Key Result.

At the end of the cycle, grade each Key Result to address how it performed (based on your performance tracking rates) and assess what you would do differently next time. For example:

• A score of 7 or higher is delivered, between 4-6 is the progress made but no completion, and three and below is failing
• Any low-scoring Key Results (under 7) let you know that you need to reassess the Objective and, if still valuable, make changes for the next cycle

OKR Example: How Does That Look in Practice?

Why: You have always struggled to be a healthy person – you are very fond of food and alcoholic beverages, and sports are not your favorite to do. Now it starts to affect your health; therefore, you realize your lifestyle has to change, and you set an OKR for the coming three months.

Fair Warning; Keep in Mind the Success Criteria!

Like any framework or methodology, it is only as good as the execution. As they say, Good intentions can still pave the way to hell, therefore when adopting OKRs within your organization, keep in mind the following success criteria:

• Before you start, start with WHY (do I want to adopt OKRs);
• OKR provides for fast-paced business environments and quick changes, but that does not mean you can implement fast. 
  • Reserve enough time for OKR crafting, as it will make the difference between success and failure, especially when you are just starting!
• Less is more—work, at most, with five Objectives. I recommend 1-2 for the first attempt.
• There is no right or wrong; keep this in mind:
• Objectives are significant, concrete, action-oriented, and inspirational.
• Key Results are specific, time-bound, aggressive yet realistic, and measurable & verifiable.
• Every month review the progress of your Key Results. Key results are either Achieved or Not Achieved. 
  • Therefore, you need to know how they progress through the process to make the necessary on-time adjustments.
• Last but certainly not least: Get support and buy-in from your coworkers by involving them in the adoption process and challenging them to think about what they can do to help achieve the OKRs. 
  • You can even add this to their development plan, although OKRs on this level should not be included in any compensation plan as it paves the way for setting an easy-to-reach OKR to ensure the compensation.

If you want to read more about OKRs, I recommend the book ‘Measure What Matters,’ written by the OKR godfather John Doerr. 

Twenty years ago, he introduced the methodology to the management of a small company named Google. In his book, you can read more about that story and other organizations that have successfully implemented and are using OKRs to drive their business.

John Doerr also did a TedTalk on ‘Why the Secret to Success is Getting the Right Goals‘ – watch here.

What’s Next?

At Kolme Group, we want to help you get the best out of implementing OKRs in your business and help your team focus on the main business priorities.  We see great value in using the OKR methodology to make your business and team thrive for the best!

Don’t hesitate to contact us to learn more about our services and how we can help you.

Contact Us

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As one of PlanView’s premier implementation partners, Kolme Group has implemented Planview Adaptive work for hundreds of customers over the years; many of them being Project Management Offices. After implementing about 80% of the same best-practice features for many of our clients, we created a “pre-baked system” called QuickStart to offer PMOs looking to implement AdaptiveWork.  

What is the PMO QuickStart? 

What is a PMO Quickstart

Using our experience and customer feedback during onboardings, we created a boilerplate package that enables any PMO with a Planview AdaptiveWork system that follows best practices in performance and configuration as well as typical use cases to make project management more efficient and provide governance and visibility of your PMO may need. During the onboarding process, we will incorporate your organization’s key data needs relating to the scope of our “quickstart package” to ultimately create your company’s AdaptiveWork system.  

What comes with a QuickStart? 

What is a prebaked system

The most common pain points we hear from our clients are:

• I don’t know what my team is working on,
• We want to evaluate our project requests against the company’s priorities,
• We don’t have visibility into the health of our portfolios.

Our answer to these concerns, and many more, is the PMO QuickStart that comes with a governed Project Lifecycle and Prioritization process. This allows the PMO to prioritize incoming project requests as well as reporting enablement on portfolio and project health.

The scope for quickstarts is prescriptive in nature, providing your organization with best-practice system settings. Six practice profiles are tailored to key PMO roles. These roles include:

• Project Managers and Resource Managers
• Portfolio taxonomy
• Project lifecycle governance from intake to closure
• RAID item tracking
• Reporting enablement
• Training modules for features of the system

What Is The Onboarding Timeline?

Onboarding Timeline

Regular onboarding takes anywhere between six to eight months. This allows for a lot of deep dive into the organization’s needs and customizing Planview AdaptiveWork to meet those needs.  

A QuickStart onboarding is a fast-track system that allows the organization to go live between eight and 15 weeks from kickoff to closure.  

The timeline can be developed to accommodate meeting schedules and ensure the speed of the implementation is at a comfortable pace. During past onboarding, we found that the most efficient pace is to have at least one workshop per week to keep the process moving but no more than two per week, as there is a lot of information to retain.  

How Do I Prepare My Team For Onboarding? 

How to Prepare for Onboarding

Once Kolme Group is staffed and ready to start your onboarding project, the Project Manager will send a preparation checklist with introductory training videos as well as an outline of deliverables for your team to begin collecting for the onboarding process.  

Once the Kickoff has started, your team will receive the workshop agendas that will cover the topics to be discussed. It is important to discuss the current process surrounding that topic before the meeting. This helps during the demo solution, so your team knows what additions are needed to meet the organization’s needs. 

What is the Recommended Client Onboarding Training? 

QuickStarts are fast-paced. We highly recommend your team set aside time each week to play in the Sandbox instance, if one is available, to learn how to navigate the system and use the features to see what they do.  

At project closure, Your team can request a “Sandbox Refresh,” which is an overwrite of your Sandbox with a replica of your newly configured production instance. This way your team can continue learning in a safe environment with your QuickStart configurations.  

What comes after Onboarding?

What comes after Onboarding

AdaptiveWork is endlessly flexible. We recommend starting with the QuickStart package and minimal additional configurations for the initial launch, then adding additional functionality once the base solution is successfully adopted by the organization. This will allow your team to effectively use the robust system, mature your process, and grow over time.

We want to see your team succeed with Planview AdaptiveWork. We provide a multitude of follow-up services that include:

• Admin Training
• System Health Checks
• Free Consultations
• System performance checkups

Kolme Group’s Additional Services

If you are interested in learning more about our Planview AdaptiveWork PMO QuickStart package, contact the Kolme Group Sales team!

Contact Us

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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! 

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As one of PlanView’s premier implementation partners, Kolme Group has implemented Planview Adaptive work for hundreds of customers over the years; many of them being Project Management Offices. After implementing about 80% of the same best-practice features for many of our clients, we created a “pre-baked system” called QuickStart to offer PMOs looking to implement AdaptiveWork.  

What is the PMO QuickStart? 

What is a PMO Quickstart

Using our experience and customer feedback during onboardings, we created a boilerplate package that enables any PMO with a Planview AdaptiveWork system that follows best practices in performance and configuration as well as typical use cases to make project management more efficient and provide governance and visibility of your PMO may need. During the onboarding process, we will incorporate your organization’s key data needs relating to the scope of our “quickstart package” to ultimately create your company’s AdaptiveWork system.  

What comes with a QuickStart? 

What is a prebaked system

The most common pain points we hear from our clients are:

• I don’t know what my team is working on,
• We want to evaluate our project requests against the company’s priorities,
• We don’t have visibility into the health of our portfolios.

Our answer to these concerns, and many more, is the PMO QuickStart that comes with a governed Project Lifecycle and Prioritization process. This allows the PMO to prioritize incoming project requests as well as reporting enablement on portfolio and project health.

The scope for quickstarts is prescriptive in nature, providing your organization with best-practice system settings. Six practice profiles are tailored to key PMO roles. These roles include:

• Project Managers and Resource Managers
• Portfolio taxonomy
• Project lifecycle governance from intake to closure
• RAID item tracking
• Reporting enablement
• Training modules for features of the system

What Is The Onboarding Timeline?

Onboarding Timeline

Regular onboarding takes anywhere between six to eight months. This allows for a lot of deep dive into the organization’s needs and customizing Planview AdaptiveWork to meet those needs.  

A QuickStart onboarding is a fast-track system that allows the organization to go live between eight and 15 weeks from kickoff to closure.  

The timeline can be developed to accommodate meeting schedules and ensure the speed of the implementation is at a comfortable pace. During past onboarding, we found that the most efficient pace is to have at least one workshop per week to keep the process moving but no more than two per week, as there is a lot of information to retain.  

How Do I Prepare My Team For Onboarding? 

How to Prepare for Onboarding

Once Kolme Group is staffed and ready to start your onboarding project, the Project Manager will send a preparation checklist with introductory training videos as well as an outline of deliverables for your team to begin collecting for the onboarding process.  

Once the Kickoff has started, your team will receive the workshop agendas that will cover the topics to be discussed. It is important to discuss the current process surrounding that topic before the meeting. This helps during the demo solution, so your team knows what additions are needed to meet the organization’s needs. 

What is the Recommended Client Onboarding Training? 

QuickStarts are fast-paced. We highly recommend your team set aside time each week to play in the Sandbox instance, if one is available, to learn how to navigate the system and use the features to see what they do.  

At project closure, Your team can request a “Sandbox Refresh,” which is an overwrite of your Sandbox with a replica of your newly configured production instance. This way your team can continue learning in a safe environment with your QuickStart configurations.  

What comes after Onboarding?

What comes after Onboarding

AdaptiveWork is endlessly flexible. We recommend starting with the QuickStart package and minimal additional configurations for the initial launch, then adding additional functionality once the base solution is successfully adopted by the organization. This will allow your team to effectively use the robust system, mature your process, and grow over time.

We want to see your team succeed with Planview AdaptiveWork. We provide a multitude of follow-up services that include:

• Admin Training
• System Health Checks
• Free Consultations
• System performance checkups

Kolme Group’s Additional Services

If you are interested in learning more about our Planview AdaptiveWork PMO QuickStart package, contact the Kolme Group Sales team!

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The post What to Expect with Planview AdaptiveWork PMO Quickstart Service Package appeared first on Kolme Group.

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