Compass X Group September/October 2018

True North A COMPASSX CONSULTING PUBLICATION

Inside This Issue Project Management Offices —Aim for Less

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Your Emotions Will Create Your Success By the Numbers Do You ‘Measure What Matters’? Arrive at Your Destination in Mint Condition

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PEOPLE AND RESOURCE MANAGEMENT

PROJECT MANAGEMENT OFFICES — AIM FOR LESS

Determine realistic role descriptions and periodically review them for potential updates based on lessons learned from projects. Define your expectations for a good project manager first (e.g. an ability to lead people, manage schedules, navigate complexity, think critically), then select project managers who fit that mold and will succeed in a lightweight PMO structure. Develop a clear understanding of demand versus team capacity, forecast and plan forward, then close resource gaps. Ensure you can pitch, preach, sell, and obtain consensus of why these lightweight PMO practices will create a much greater chance for your projects to succeed ... because they absolutely will. Achieve quick training wins by leveraging existing third-party training courses whenever possible, and minimize time-consuming creation of training documents, which may quickly become outdated — a vast array of online training courses exist for purchase or sometimes for free from your existing vendors. Consider acquiring a cloud-based training platform for long-term ease of training distribution within your organization.

Expanding companies often face common challenges: 1) how to execute with the resources they have within their four walls, and 2) as these same companies mature and execution becomes more routine, how to employ the right level of project management to boost on-going execution without burdening their organization. CompassX has helped our clients develop and implement lightweight project management offices (PMOs) based upon factors such as company culture, matrixed complexity, number and size of yearly projects, and the overall appetite for more rigorous project management. The implementation of a lightweight PMO specifically tailored to your organization provides the greatest ROE — that is, return on execution. Our core framework includes uncovering and determining the answers to these types of questions with our clients:

Who are your favorite internal customers? Approach and obtain support from these groups first as they will be your early adopters and cheerleaders for future success. Take a gradual approach by implementing a mix of high- and low-priority projects first, then incrementally migrate the process to more and more ongoing initiatives. What happens when a large project gets behind schedule? Budgets are blown? Dashboards go from green and groovy to red and angry? Define these scenarios upfront, and create your governance models around them. Identify and focus on one or two reporting opportunities deemed to be most beneficial — for example, an executive dashboard and a weekly stakeholder status update. Define and agree upon the universal elements of those reports — the audience, cadence, forum, content, and metrics. Define the factors that determine project success, then create regular retrospectives and foster a continuous improvement environment.

CHANGE MANAGEMENT, TRAINING, AND ORGANIZATIONAL READINESS

REPORTING, COMMUNICATIONS, AND GOVERNANCE

STAND UP

The most common answer on where to slot a new PMO is beneath technology leadership. However, this isn’t always the right choice. An office of the President, COO, or divisional leader can and should be evaluated.

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