Why and How PMOs Should Be “Ahead of the Wave”

PMOs should stay “ahead of the wave”. Only then can they provide the support one expects from them to make a strategy and its vital initiatives and projects a success.

I remember the time I took a PMO role in a great marketing team. I came with methods and tools that succeeded in information systems. Yet they simply did not work there. This marketing function was very advanced and effective. People cooperated closely with innovation teams and many others, especially customers all over the world. They all prepared the future. And they needed a very specific support from me, a support I was not prepared at this time to give. My mission ended rapidly…

I became later the PMO of a variety of large and complex transformation programs. I learned there that complex systems develop more through the interactions between their components than through these mere components. I also detected that living systems cannot be reduced to underlying laws of traditional “scientific” project management. Complex systems generate novel and coherent structures, emerging patterns and properties, during self-organizing processes. They are an exciting playground for innovative PMOs.

Therefore, I decided to spend the rest of my life to study and learn how to stay “ahead of the wave” and to support more effectively strategy, portfolio, and program execution.

A strategy prepares an organization to move successfully into a sustainable future. It requires advanced portfolio and project leadership. An effective PMO contributes to this leadership by staying “ahead of the wave”.

My message today: You stay “ahead of the wave” when you complement the fundamentals of the capability (technical, business and strategy, leadership) triangle with studying, learning, and exploring three domains: complexity sciences, innovative strategies, and human dynamics.

Complexity Sciences open new perspectives to project practioners. They explore nonlinearities, acceleration in dissipative systems, or unpredictability. They explore emergence, phase transitions, and avalanches. They compare system resilience and efficiency, order and lack of order. Yet these are only a few domains that challenge complex projects.

Innovative Strategies challenge direct routes and develop more roundabout approaches. They introduce multimodal strategies with a mix of high-risk low-probability events and low-risk high-probability events. Power laws, fat tails, and optionality are their domain of predilection.  They compare intertemporal approaches with temporal ones.

Human Dynamics go well beyond traditional leadership. Human Dynamics deal with extended social sciences, both hard (like social network analysis for example) and soft (like cultural understanding for example). What are the social structures, cultures, languages, behaviors, influence networks concerned by a project? What is the Procrustean bias? Why buddy systems are so powerful? How do synergies and antagonisms play a role? Do you need an enemy to succeed?

Yes, my message today is: project practioners, and especially PMOs, stay “ahead of the wave”.

To your continued success


High-Impact PMO

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