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Project Manager : Project Manager Oct Nov 2013
36 Project Manager SHARON CLEMENTS Sharon Clements MAIPM CPPM is an independent PMO specialist and a member of the Victoria Chapter PMO SIG. Valuing change agents Demonstrating value has always been key to the survival of the PMO, and is especially important in tough economic times. While PMOs may be reluctant to play the role of change agent, that just might be the clearest way to survive. "CHANGE MANAGEMENT DRIVEN BY the PMO? PMO resources becoming change agents on top of everything else that we already do? at's not our job. We're too busy trying to implement and support projects, and besides we don't have the budget." Does this sound familiar? It's amazing how often organisations fail to recognise that their project portfolios are in fact full of change initiatives. Everyday, PMO professionals deliver, influence or impact project and organisational change in some way, and often without realising it. With or without the support of a change management specialist, the PMO can be a powerful catalyst for driving change throughout programs and projects. Successful PMOs find the 'sweet spot' between strict policing versus a consultative, coaching style, providing direction and guidance to make change happen. rough methods and templates, coaching and mentoring, implementing new tools, communications, reporting, cost management, resource management and so on, PMOs are in a unique position to touch many points across an organisation. This may not, however, always result in positive change, particularly if PMO resources aren't equipped to perform the role of a change agent. Like many of our accidental project managers, our PMO specialists may find themselves as accidental change managers. So considering that change is all about people being committed to move from one state to another, does your PMO have the right knowledge and skills to connect with the right people, identify any resistance and take the appropriate actions to influence positive behaviours? Do they have organisational credibility to lead the way? Characteristics for successfully instigating change include: • Having a clear vision and plan • Leading by example • Asking the tough questions and having a willingness to challenge • Maintaining strong stakeholder relationships • Holding an in-depth knowledge of their environment • Being flexible enough to adjust plans and approaches, as required • Being tr usted advisors. Studies suggest that PMOs sur vive not through the actual value they add, but the perceived value they add to the organisation. Improving our change management skills may not just be the key to this survival, but at the heart of a PMO's ability to thrive. Finding that balance between being people-centric and process-driven can be challenging; we should never underestimate the value of strong stakeholder relationships. By adopting just one or two key principles of change management into the daily activities of the PMO, we can make life a little easier for ourselves in getting others to adopt initiatives with open ar ms (or at least without a loud grumble). THE OFFICE THEPMOCANBEA POWERFUL CATALYST FOR DRIVING CHANGE THROUGHOUT PROGRAMS AND PROJECTS
Project Manager Aug Sept 2013
Project Manager Dec Jan 2014