Can I borrow you for a sec because I’m stacked? It will be a win-win situation. I have been blue sky thinking and want to keep you in the loop on my thinking outside of the box, as well as picking your brains, I’m just playing devils’ advocate on this teamwork/dreamwork idea. Will it work? Well how long is a piece of string?
Have I lost you? I suspect I have as the above paragraph includes all ten of the most annoying things people say in the office according to a survey of 2,000 people by recruitment website reed.co.uk
Rubbish aren’t they – time for a paradigm shift, we can’t boil the ocean with limited bandwidth but there is low hanging fruit out there so let’s tee it up, circle back, take it offline and do more with less. We need to break the silos to move the needle because it is what it is. What we must do at the end of the day is run it up the flagpole, bite the bullet, peel back the layers of the onion and take it, if push comes to shove, to the bleeding edge. Making sure we are not out of pocket, which is par for the course, let’s get one throat to choke whilst opening the kimono, and synergise as we all drink the Kool Aid. Awesome!
Clearer? I think not, you have no idea what I am on about do you and no surprise. That paragraph included twenty five of the most overused phrases from Business Insider UK. The thing is that they were all once a neat and creative way of expressing a thought or an idea but overuse has made them into at first clichés and then just bloody annoying things that some of our work colleagues roll out regularly on calls and at meetings, presumably because they can’t think of anything intelligent to say instead. Clichés appear to make you connected to what is going on without actually having to have any real understanding or anything of value to contribute. It is like a code that just gets you out of a tricky moment.
Question: ‘What do think of this new approach?’
Answer: ‘You have my buy-in on this particular swim lane, I like the core competency and feel empowered as a result’
Yes, I am back at it again, this time looking at the Forbes most annoying business jargon list.
There are lots of moving parts when you put your best practice ducks in a row and leverage the scalable solution from the burning platform. It is imperative that we drill down and smell the coffee in this one-stop shop because today is the day, all 24/7 of it, and tomorrow, like our children, is our future.
Oh my, it is addictive isn’t it?
So please, be a rock star … and stop!
So how do you go about the monetizing process, assuming that you have the solid foundations already discussed?
Well this is a challenging one. I ran the question across 10 LinkedIn groups who focused on ‘PMOs’ and , whilst I normally find these groups and their members a very fertile source for comment and insight, the responses received were very meagre indeed and with little insight in to this area of PMO activity. Many people ‘liked’ the conversation but only a couple had any insight to share.
I take it from this that few PMOs have made the move in to the revenue generating world. Is that because it makes no sense to do this? Or is it because these PMOs are not yet mature enough to do so? Or perhaps it is just not seen as a sensible path for a PMO to follow?
Whilst PMOs are on the increase, as shown in many reports including the PMI Pulse 2013 report, there are many PMOs that are challenged and immature and therefore do not pass the ‘test’ earlier described for considering moving to a profit centre.
But assuming you do wish to lead your PMO this way – I applied some thought to the approach, the ‘how’:
What business problem is the PMO going to help to solve?
There is proven wisdom in the advice that the PMO should only act on what is strategically important to the business and so the question has to be ‘what is the strategic value in monetizing the PMO?
But bear in mind one risk to this move; the PMO operates for the most part in an objective manner, considering project approval, looking at risk, assessing status and applying guidance etc, but in this instance the PMO would move to a more subjective role? You might consider some form of ‘ring-fencing’ of resources to reduce the risk of any conflict of interest occurring and to ensure that the PMO continues to offer the right guidance and authority in all matters.