Many factors will influence an enterprise transformation to self-organized teams, from the willingness of project sponsors to the makeup of the overall portfolio. As such, there is no universal template for success, but here’s a 10-step framework to help design and manage the transition.
This is the eighth and final article in Dennis Smith's series on organizational project management and self-organizing teams.Search the author’s name or view the PMO/EPM department to read previous installments, which detail hub-and-spoke and heroic models, among other concepts.
In previous articles in this series, we established a three-part model for team design; explored how the models alter from one to another based on circumstances of the project and business; reviewed the driving forces that favor one model over another; and set guidelines for supporting teams with technology to increase the transfer of knowledge and information between the team members. There are many factors that affect the organizational transformation to self-organized teams, including the willingness of project sponsors and the makeup of the project portfolio, so there is no universal 10-step plan. This is a framework for designing the transition.