PMO Implementation & Management - Driving Project Success

In the dynamic world of business, managing multiple projects and programmes can be an overwhelming task. That's where a Project Management Office (PMO) comes into play.

What is a PMO?

A PMO is a centralised department within an organisation that defines and maintains standards for project management. It ensures that projects and programmes align with the organisation's strategic goals and objectives. The PMO provides governance, documentation, and metrics on the practice of project and programme management and execution.

The Challenge

Our client, a rapidly expanding business, was wrestling with an increasingly complex portfolio of projects and programmes. The lack of a unified management system led to inconsistencies, inefficiencies, and miscommunication. The client needed a streamlined process to manage their diverse projects effectively and ensure they were aligned with their strategic goals.

The Solution

Our approach was to implement a PMO as a service to provide the much-needed structure. However, change, especially at an organisational level, is seldom straightforward. It comes with its own set of challenges - resistance, lack of clarity, and the overwhelming task of managing the transition.

1. Setup

   
   

   In the setup phase, our Programme Manager worked to establish the framework and processes of the PMO. They began by conducting a thorough assessment of the client's current project management practices to identify areas of strength and improvement.

   
   

   With this understanding, our Programme Manager developed a detailed PMO implementation plan, outlining the goals, timelines, resource requirements, and potential challenges. This plan served as the blueprint for the PMO setup.

   
   

   The Programme Manager also established the governance structure for the PMO, defining roles and responsibilities, decision-making processes, and accountability mechanisms. They worked closely with the client to align the PMO with the strategic objectives of the organisation.

   
   

2. Initiation

   
   

   During the initiation phase, the Programme Manager communicated the PMO plan to all stakeholders, ensuring everyone understood the why, what, and how of the PMO. They also used this phase to cultivate buy-in from stakeholders and address any concerns or resistance.

   
   

   The Programme Manager led training sessions to equip employees with the knowledge and skills necessary for the PMO. They ensured everyone understood the new processes, tools, and expectations.

   
   

3. Operation

   
   

   Once the PMO was established, our Programme Manager oversaw its operation. They monitored the performance of the PMO, ensuring it was delivering value and aligning with the organisation's strategic goals.

   
   

4. Continuous Improvement

   
   

   The Programme Manager was responsible for continuously improving the PMO's processes and procedures. They sought feedback from stakeholders, identified areas for improvement, and implemented changes as necessary.

   
   

   They also played a key role in maintaining stakeholder engagement and managing change. They celebrated successes, shared progress updates, and continued to reinforce the benefits of the PMO.

Leveraging MSP and ADKAR for Success

In this programme, we combined the strengths of both MSP (Managing Successful Programmes) and the ADKAR model to drive the successful implementation and operation of the PMO.

MSP is a proven best practice for programme management. It's designed to align multiple projects to deliver outcomes and benefits that contribute to strategic objectives. MSP provides a robust framework for defining and delivering change within an organisation.

On the other hand, ADKAR is a goal-oriented change management model that allows change to be broken down into distinct elements that can be effectively managed. It focuses on the people side of change, ensuring that the entire organisation is ready, willing, and able to accept the change.

In our approach:

MSP provided the structure: By following the MSP methodology, we were able to effectively define the programme, identify the desired outcomes, plan the delivery, and manage the risks. Our Programme Manager used MSP principles to ensure that all projects within the programme were coordinated and aligned with the overall strategic objectives.

ADKAR facilitated the change: The ADKAR model was invaluable in managing the people side of the change. It helped us ensure that everyone in the organisation was not just aware of the change, but also desired it and knew how to participate in it.

By combining MSP and ADKAR, we were able to provide a comprehensive solution that addressed both the technical and people aspects of the change. This ensured a smooth transition and successful operation of the PMO, driving enhanced project and programme management within the client's organisation.

The Result

The implementation of the PMO by our management consultancy resulted in a streamlined, efficient, and consistent approach to managing projects and programmes. The client reported increased productivity, improved communication, and enhanced alignment of projects with their strategic objectives.

In conclusion, the Programme Manager was instrumental in turning the vision of a PMO into a reality. Their leadership, strategic planning, and commitment to continuous improvement ensured the PMO's successful setup, initiation, and operation.

This case study is a testament to the power of effective change management and strategic implementation of a PMO. If your organisation is facing similar challenges, get in touch with us to see how we can help.