Can you make your PMO succeed (Part 5)

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Organisational Change

This is the final post in our series can you make your PMO Succeed.  Here we will look at how to get extra from the PMO.  In part one we looked at how to improve the admin process and offer more to projects with the tools you already use.

In the second instalment we looked at reducing project costs. Cutting out the unnecessary overheads, sharing common elements between projects and making better use of lessons learned.   This was followed by improving your time to market in part 3.

We then went on to look at selecting the right project by making to PMO central to guiding the executive to aligning the portfolio to core organisational goals.

So how can the PMO that addresses all their core objectives continue to develop and offer more?

Helping the PMO become more of a CMO

Project management and change management are closely related.  Change management as a discipline has developed considerably over the last few years.  Increasingly organisations are using change managers.  But there are many enterprises that have not really started to look at change impact and managing the process.

Change management goes beyond the bounds of the project life cycle and needs the engagement of a wider group.  Where there is no Change Management Office in place the PMO could, and maybe should, look at expanding to assist the organisation with change.  After all, the more engaged the wider team are with projects and change the more likely change will be successful and the early benefits can be realised.

There is a risk of over committing the PMO team when extending into change management.  But where there is support for the wider service, and capacity within your PMO, it is a natural move to add this to the services the PMO can offer.

Improving Maturity model in delivering projects

One of the core elements of a well-established PMO is improving the way projects are delivered. As well as the way the organisation manages that process.  Improving the maturity of approach will have with all the aspects of projects.  Tuning and developing you project methods and keeping them current and lean will allow the PMO to help streamline delivery of projects.

Both the PMI and APM have good guides on maturity levels in project management that PMOs might find useful.  Periodically reviewing the maturity and understanding of project and change management in your organisation can help you highlight the areas for improvement.

Engaging with machine learning and big data

PMOs should embrace the trends in technology, making more of big data approaches and using AI where it adds benefit.  Learning tools configured with the right data and tailored to the goals that you require will be a major asset in helping PMOs in the future.  We have looked at this subject briefly in big data and the PMO.  Other blogs and sites are exploring the subject as in PMOs need to get to grips with Big Data

PMOs themselves will face an increasing pace of change.  Coupled with that the PMO needs to work with their organisation to continue improving the way projects are done.  PMOs should ensure that the project selected are the most appropriate.  But possibly most important PMOs need to be seen to improve the way change is done to retain their value.

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