How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
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Chris Cashell, the global head of change at Apex Group, emphasizes the importance of aligning project management offices (PMOs) with organizational goals to avoid failures commonly caused by lack of executive support and misalignment with organizational maturity. He discusses the need for PMOs to modernize their roles, processes, and technologies, focusing on people and strategic outcomes to adapt to evolving business environments. The presentation outlines how to reshape PMOs for the digital era by enhancing team workflows, fostering digital talent, and promoting new delivery practices.
How to Build a Future Proof PMO - Apex Group | FuturePMO 2023
- 1. @FuturePMO #PMOFrontier How to build a future proof PMO? Chris Cashell Apex Group
- 2. @FuturePMO #PMOFrontier How to build a future proof PMO? Chris Cashell Apex Group
- 3. @FuturePMO #PMOFrontier Chris Cashell A career that spans multiple industries, including financial services, insurance, manufacturing and service, healthcare, local government and utilities. He is renowned for possessing stellar technical, project management, and interpersonal skills. A proven motivational leader with a talent for developing highly effective and successful individuals and teams, and a strong belief that the right team-building and leadership skills can add value to any organisation. When it comes to building out a Project Management discipline within an organization. Chris has a reputation for driving change within organisations and in doing so creating a successful pattern to be followed on future projects. He is currently the Global Head of Change at Apex Group where he is building the Delivery Capabilities across the organisation including the Project and Portfolio Management discipline. This continues his focus and passion shown throughout his career when it comes to helping organisations focus on the right projects and have a balanced portfolio of them to deliver against the organisation’s goals. Previously he undertook the transformation of Global PMOs with teams of up to 150 Project Managers and set up Shared Services focused on Project and Portfolio Management, Workforce Optimisation, Organisational Change Management, Operational Training and RPA. He also ran the Project Management Office responsible for all the IT and Business-related projects to open up the first all-digital hospital in Wisconsin in the US. Over the years Chris has been involved in a multitude of large successful implementations and presented at conferences about those implementations. He has spent his career in the UK, US and now Ireland.
- 4. @FuturePMO #PMOFrontier Agenda ▪ Why do PMO’s fail? ▪ The Strategic PMO ▪ People ▪ Process ▪ Technology ▪ The Future
- 6. @FuturePMO #PMOFrontier Why do PMO’s Fail? Success or failure depends largely upon two aspects (Gartner): • How closely the PMO’s mission and objectives are linked to the real needs of the organization, and • How well the role of the PMO is matched to the maturity of the organization. • Lack of Executive Support • Too much bureaucracy • Become Policemen and Auditors • No Demand Management • No benefits capture
- 7. @FuturePMO #PMOFrontier What if we could… ▪ What if we could…. ▪ create a simplified environment, ▪ deliver projects faster, ▪ more consistently align our projects around our strategic goals ▪ develop staff around a core project management skills ? ▪ What if we achieve this while…. ▪ not increasing costs, ▪ reporting better metrics ▪ enabling more informed decision making. ▪ What if we ▪ use data along with judgment to say No to projects ▪ focus on what will drive the constant change in our business world.
- 8. @FuturePMO #PMOFrontier • Update the demand intake criteria by establishing active strategic business and technology partnerships to optimize value delivery. • Redefine their value proposition by updating their services, roles and engagement models to reflect the enterprise transformational changes occurring in the domain they serve. • Modernize their use of enabling technology by introducing new technologies for portfolio management and execution — ones that promote strategic portfolio decision making and enable adaptive project and work execution. The Evolving PMO
- 9. @FuturePMO #PMOFrontier What are we trying to solve? (problem statement) ▪ PEOPLE • Mixed expectations of the role • Two PM’s on one project • Little career progression or training • Lack of Change Management Experience ▪ PROCESS • No control on investments/No Business Case • Lack of consistency • No clear methodology (Hybrid/Agile don’t exist) • Use of process and templates • No clear reporting on status ▪ TECHNOLOGY • Tools are used inconsistently • New tools overlapping existing tools People Who’s doing stuff Technology What we do stuff with Process How stuff is done Innovate Automate Scale
- 11. @FuturePMO #PMOFrontier People ASSESS WHAT YOU HAVE INTERVIEW FOR CHARACTER AND ATTITUDE ENSURE RIGHT MIX OF PERMANENT AND CONTRACT DEVELOP ONBOARDING GUIDE ROLE CLARITY AND EXPECTATIONS ORGANIZATIONAL CHANGE MANAGEMENT TRAINING AND AWARENESS Richard Branson said “Train people well enough so they can leave, treat them well enough so they don’t want to”
- 12. @FuturePMO #PMOFrontier What Makes a Good Project Manager? ▪ “In talking about a great project manager, new attributes are emerging. We are seeing great project managers with stronger business acumen, who are more strategically focused. Analytical, conceptual, and visionary have become key attributes of a great project manager.” Debbie Bigelow Crawford, PMP Conceptual Analytical Visionary
- 13. @FuturePMO #PMOFrontier Process As Peter Drucker famously said: “There is nothing quite so useless as doing efficiently that which should not be done at all.” Simplify Methodologies – basic, simple and flexible Understand scope of work regardless of delivery method Track costs and benefits Drive consistency so data can be analyzed
- 14. @FuturePMO #PMOFrontier Technology One saying is ‘use the right tool for the job’ and that if all we have is a hammer, then the whole world begins looking like a nail. FIT FOR PURPOSE CONSISTENT IN THEIR USE DASHBOARDS CREATE TRANSPARENCY AND KNOWLEDGE DEPENDENCY TRACKING
- 15. @FuturePMO #PMOFrontier Reshaping the PMO for the Digital Era Activities of Increasing Significance for PMO Leaders in a Digital Context Coordinate solution delivery team workflows and dependencies. Investment Steward Promoter Advocate for and support enterprise change. Ensure Investment Alignment Develop and Enable Digital Talent Orchestrate Delivery Team Workflows Govern and Deliver Projects Increasing Emphasis Source: CEB analysis. PMOs must increasingly focus on these activities to enable their organizations’ digital ambitions. ■ Facilitate operating model shifts (e.g., to product lines). ■ Steward enterprise- level capital allocation. ■ Align product roadmaps with strategic goals. ■ Continuously improve product line performance. ■ Facilitate cross-portfolio prioritization. ■ Develop PM staff digital skills. ■ Foster true product ownership. ■ Support business- managed projects. ■ Adapt project management career paths. ■ Build extended project management community. ■ Coordinate multi- methodology delivery. ■ Promote adoption of new delivery practices (e.g., Agile, DevOps). ■ Manage cross- team/product interdependencies. ■ Enable effortless governance partner coordination. ■ Broker third-party relationships. ■ Execute projects. ■ Define methodology and enforce compliance. ■ Enable project-level prioritization and funding decisions. ■ Plan and allocate project resources. ■ Track project health and benefits realization.
- 16. @FuturePMO #PMOFrontier PMOs must flex across multiple roles PMO Roles for the Digital Enterprise Execution Source: Gartner Enablement Program Driver Execute large, strategic and cross-enterprise initiatives. Orchestrator Coordinate solution delivery team workflows and dependencies. Talent Enabler Develop talent and enable new roles in solutions delivery communities. Investment Steward Update investment allocation processes for a digital context. Promoter Advocate for and support enterprise change. Service Provider Support stakeholders with on-demand expertise and services.
- 17. @FuturePMO #PMOFrontier Thank You ▪ Evolve ▪ Reinvent ▪ Align Chris Cashell chris,cashell@apexgroup.com www.linkedin.com/in/chriscashell