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Project Manager : Project Manager Dec Jan 2012
www.aipm.com.au Project Manager 35 34 Project Manager tHe VIeW FroM tHe PMo By GAry yorKe MAIPM delivering the promise Gary yorke is an AiPM Victoria state Councillor, Victorian PMo siG Chair and senior Consultant at MetaPM specialising in developing organisational PMo capability. if you’d like to discuss further, join the AiPM PMo special interest Group or contact your local PMo siG Chair for more details. ACt: sylvia.Boyle@ humanservices.gov.au sA: firstname.lastname@example.org ViC: email@example.com “ But dad, you promised! You said we would go to the zoo this weekend.” You sigh and reply: “I know kids, but I have to go into work because I promised the office move would be finished by Monday but my boss changed where marketing are sitting at the last moment.” I’m sure most people have experienced a situation like this, either while growing up or as a parent – the failure to deliver on a promise to the kids. There is another meaning for promise that applies to both kids and projects – the potential that can be realised through capabilities. Project management is all about delivering this potential, in the form of outputs and capabilities that enable organisations to realise benefits. Wasting effort Unfortunately, many organisations waste effort by initiating projects that develop the wrong potential. For example, acquiring assets (including people) that cannot be used effectively, implementing processes and systems that don’t meet the organisation’s future requirements, and providing training that is never used or forgotten by the time it is needed. These projects fail to live up to the promise and lead to disappointment in business users and customers . Look at the Standish Group Chaos Report. After 16 years, research still considers less than 40 per cent of projects reviewed as successful. Who’s responsible? But remember, it is the responsibility of the organisation to ensure the correct potential is created, as well as the project manager or PMO. How can you deliver on a promise that is unrealistic or where the requirements are changing over time? PMOs have a significant role to play in delivering this promise as they provide the frameworks that ensure the right potential (through portfolio management) is being delivered in the right way (through project and program governance). Implementing processes and tools for resource and dependency management can lead to increases in project throughput of up to 20 per cent with the same resources. Effective scrutiny and challenge, including benefits definition, gating and reprioritisation of projects can lead to avoided costs of a similar magnitude, allowing for more efficient allocation of funds. And enabling effective delivery, through guidance and support of team members that ensures consistent best practice, also helps deliver the promise. Together, these represent the potential of PMOs, and delivering that promise is the challenge for those of us working in PMOs. Another challenge we face is the need to demonstrate integrity and professionalism through the delivery of these promises at work , where we often accept requirements unconditionally. «anotheR meaning foR pRomise that applies to both kids and pRojects is the potential that can be Realised» thE oFFiCE
Project Manager Oct Nov 2011
Project Manager Feb March 2012