This article reviews how you can become an agile high impact PMO in a complex world. It is the new version of an article I wrote July, 24 on LinkedIn and that got some success. It takes now into account the numerous comments I have received from LinkedIn members since then. It is part of a book: “The High-Impact PMO, How Can Agile PMO Deliver Value in a Complex World” I have published in October 2017, revised in August 2018 and that is available on Amazon.
The Black Label Burger Bottom Bun
Did you ever ask yourself why burgers had a bun as a foundation?
There is an excellent reason revealed by two friends, Johann and Blandine. That was a sunny and cool autumn day in New York. Both were enjoying a lunch together at Minetta Tavern where they ate Black Label Burgers. Both Blandine and Johann were working at a well-known Aerospace business where Blandine served as Director of a Transformation Program and her good friend Johann was a Business Unit Project Management Officer (PMO). They inquisitively pondered the question of the burger’s foundation and compared the burger and its bun to a project and its PMO.
They found that the bottom bun, like a PMO, was the most important part required to eat the burger properly or in the case of PMO, to manage a project successfully. They shared the conviction that PMOs were the indispensable foundation of any complex project, program, or portfolio and without them; a high quality experience would be lost.
Some projects taste better than others. Some PMOs deliver a higher impact than others. Yet, they imagined what the burger would be without the indispensable component compared to what a project would be without a PMO. The picture on top of this article visualizes what Blandine and Johann had in mind. On top are stakeholders like sponsors, customers, or product owners. In-between are project teams, project managers, and all sorts of contributing stakeholders. The bottom bun is the PMO.
The PMO Challenge
If the PMO is such a critical element of any project, program, or portfolio’s success, why are they so often considered small players and low value added actors?
Several recent surveys found that PMOs were often considered “paper tigers” because of their apparent lack of recognized contribution to a project success, other than being administrative assistants to the project leader. Their fundamental and indispensable influence on project outputs (products, services, and any other result like The Great Wall of China or a book published) and outcomes (benefits and value provided to the sponsor and all other beneficiaries, like the reinforcement of a strategic position or great sales of a published book) is too often ignored.
Nevertheless, like in the case of Black Label Burgers, complex projects or portfolios of projects have a greater chance of being successful when their mix of components is supported by a PMO capable of navigating complexity. A great PMO is the number one key success factor of any large and complex endeavor.
PMOs and Complexity
Blandine and Johann had a conviction that originated in their long career in project management and in their deep understanding of the challenges project managers and PMOs face every day.
This conviction is that the primary challenge in project management comes from the characteristics of complexity all projects, programs, and portfolios show. Complexity has many sources. Among these sources are three fundamental characteristics that make an endeavor complex:
· The high number of variables involved. Just think of the number of stakeholders, within and outside an organization, that are working on a large project.
· The nonlinearity of the interactions between these variables. Have you ever accelerated by two a project by putting twice as many team members?
· The irreversibility of phenomena within complex systems. When a project roadmap has been implemented in an organization and then stopped because of its failure to achieve the intended results, can the organization really go back to its initial state before the project launch?
Blandine and Johann know intuitively that the role of a PMO needs to be elevated and developed to navigate this complexity. The search for agility in project management is a favorable move. However, this is still largely insufficient to confront the complexity of our world, complexity that requires a real openness to the immense variety of this world.
PMOs capable of putting in place innovative processes, tools, and competencies adapted to our Volatile, Uncertain, Complex, and Ambiguous (VUCA) environment not only allow projects, programs, and portfolios to better deliver promised benefits, but also are recognized as High-Impact PMOs by peers, managers, and generally speaking all stakeholders.
The High-Impact PMO
Project, program, and portfolio management capabilities are often structured around three domains: the domain of Technical knowledge in project management, the domain of Leadership, and the domain of Strategic and Business management. These domains are what everyone needs to master in order to have a chance to manage successful projects.
However, these traditional capabilities obviously do not suffice to make every project successful in a VUCA environment.
The book The High-Impact PMO, How Agile Project Management Offices Deliver Value in a Complex World proposes to explore innovative practices that can be grouped in three domains of knowledge, which I believe should be taught in the project management world.
These three domains are the following:
· The domain of Complexity Sciences.
· The domain of Indirect Strategies.
· The domain of Human Dynamics.
Complexity Sciences complement what you already practice in the Technical project management domain. Indirect Strategies complement what you already practice in the Strategic and Business management domain. Human Dynamics complement what you already practice in the Leadership domain.
Once studied and learned, these domains make you much more comfortable in navigating complexity. They offer you two benefits. As a first benefit, you become more than ever able to deliver an impact in your projects, programs, and portfolios. As a second benefit, you also become more than ever recognized as an indispensable buddy to any large complex project team. In the end, you will especially love to be a PMO, a High-Impact PMO, and a recognized value-adding PMO.
October 12, 2017
Comments and new inputs are welcomed on Linkedin or on my site at www.philippehusser.com