In this high-demand/low-availability labor market, we all have to start re-thinking about how to staff one of the increasingly most pivotal roles in large, complex technology delivery: the program PMO lead.
In the past 10 or so years, we have all seen the size and scale of delivery dramatically increase as the business and technology landscape becomes more complex with multiple solutions, architectures, geographies, suppliers and organizations—and enabling layers such as cloud platforms. For new technology solutions as well as transformations, program delivery leads now spend more time than ever navigating this highly complex landscape—which leaves less time for traditional program management activities.
This situation has put an increased premium on the PMO lead role, which typically was portrayed as more of an administrative function. Ever more frequently, the PMO lead role has become closely integrated with the program delivery lead role in terms of guiding the trajectory of delivery…to the point where they resemble an adjunct delivery function to the program delivery lead.
The common dilemma today: Where does one find a PMO lead that can oversee the typical delivery operations activities such as risks, issues, workplans and tools—as well as assist the program delivery lead with critical delivery assurance efforts? In addition, how can we fill a PMO lead role with the right person in a timely manner as not to impair the mobilization progress of a delivery program?
As opposed to the traditional approach of trying to staff at the last minute when demand arises for a PMO lead role, the most effective path is to have the next generation of PMO leads on hand before you need them. Keep these three points in mind:
1. Recognize that large, complex and transformation PMOs require a unique mix of leadership skills. Programs are typically known to be a collection of delivery projects that directly fulfill a unified set of business needs. However, the landscape of programs has changed over the years where they now have to be implemented in a highly integrated, more complex technical and business environment. In addition, there can be transformative enablement capabilities such as value realization, organization change management and dependency management.
Given this landscape, PMO leads that solely oversee the execution of serial recurring PMO processes will not be successful. The PMO lead of today needs to have skills that transcend pure administrative execution by serving as a broker of conflicts, predictor of delivery volatility, as well as an organizational enabler of progress. In addition, to do so PMO leads now engage at a much higher level in an organization.
To achieve success, PMO leads need to have prior experience with complex delivery leadership, senior executive engagement as well as an ability to quickly grasp the delivery “big picture” in order to take action in a proactive manner. Traditional administrative backgrounds are not enough to prevail in today’s delivery environment.
2. Domain and local knowledge is highly valuable. In addition to delivery leadership, executive engagement and the ability to sense prevailing conditions, it’s very helpful to have additional knowledge in the areas of business domains, as well as localized organizational characteristics.
For example, the learning curve of a PMO lead that spent most of their career in healthcare would have to be enormous to grasp the terminology and concepts of energy exploration; the converse is also true, when an energy exploration PMO lead serves on a healthcare program. In addition, organizational entities in companies may differ between regions and product lines.
There are a few methods to help ensure that domain and local knowledge needs are fulfilled. Where possible, prioritize PMO leads that have prior business experience in a specified domain area. To assist with understanding the organizational entities, consider the PMO lead shadowing the overall program delivery lead in recurring leadership meetings.
Where there are no available PMO leads with the necessary business domain nor local knowledge, consider providing business domain training as well as conducting immersion sessions for the prospective PMO lead in advance of their start of their role. It’s much quicker to take PMO leads with the right mix of modern-day competencies and incrementally bring them up to speed in these areas than it is to try and instruct a business domain lead on complex delivery.
3. Rotational PMO lead roles build more effective delivery leaders. In order for PMO leads to stay ahead of the game, their role needs to start in advance of delivery activities. In today’s complex environment, any delay in staffing a PMO lead will be detrimental. The best way to avoid this problem is to make the PMO lead role a rotational staff function. This enables it to be a training ground for future delivery leaders.
In the military and other organizations, the notion of a rotational staff assignment is quite common. In addition, it is highly prized given the visibility it provides—as well as the ability it creates to foster further career growth (which might not be found in a traditional assignment).
Current delivery leadership that needs to gain experience with more complex delivery, as well as experienced new joiners, are both examples of candidates for modern-day PMO lead roles. In addition, standard PMO lead training should be designed, built and deployed. Organizations that identify, groom and deploy PMO leads in a timely manner are already starting out ahead of their competitors. This model is not limited to employees of an organization; performing the same function with suppliers is also valuable to reduce the chance of late PMO lead fulfillment.
The function of a program management office has been both an integral and essential component of complex industrial delivery for almost 100 years. Over the past few decades, technology delivery leaders—as well as stakeholders—have gained a similar level of appreciation for the importance of the program PMO lead.
As demand continues to increase with no end in sight to the shortage of capable PMO leads, it’s best that companies start to build their own cadre of future PMO leads; this is essential for both staffing this role in a timely manner, as well as to ensure the growth of delivery capability.
I welcome any comments on what others are doing to help both staff program PMO roles, as well grow this function in your own organization.
Building Team Synergy and Resilience
Human Aspects of PM,
Categories: Agile, Benefits Realization, Best Practices, Career Help, Change Management, Complexity, digital transformation, Facilitation, Human Aspects of PM, Human Resources, Innovation, Leadership, Lessons Learned, Mentoring, PMOs, Portfolio Management, Program Management, Roundtable, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, PhD
As the pandemic stretches on, work-from-home programs continue to keep teams working virtually. During this time, we have performed courageously to deliver our strategic and business outcomes. Here I will share a select review of advice from industry experts as they explore how to build a post-pandemic response strategy.
According to McKinsey (2022), organizations have pivoted to deliver sustainable and inclusive growth toward building a better world. And Harvard Business Review (2020) notes that all types of companies have navigated the pandemic by pivoting their business models in the short term to survive—becoming more resilient in the long term.
Yet not all pivots generated an improved business outcome. Three trends in particular can help ensure a successful pivot:
PWC’s Global Crisis Survey identified three key lessons that businesses can adopt for long-term resilience:
An opportunity, therefore, exists to consider how to prepare your team’s competence in driving synergy and resilience in order to lead post-pandemic growth strategies—and simultaneously pivot from those same strategies.
Here is a shortlist of what leaders can do to prepare for a post-pandemic recovery and support an organization:
In the end, the teams that are ready to execute and can pivot as necessary will be ready for the post-pandemic competitive environment.
Let me know if you have uncovered additional successful strategies—or any pitfalls to avoid—in building team synergy and resilience.
By Sree Rao, PMP, PgMP, PMI-ACP
Atomic Habits has been on Amazon’s top 20 most read books of the week for 167+ weeks. In his book, James Clear proposes a four-step model of habits and the four laws of behavior change:
Here are a few book excerpts that form the foundation for this blog entry:
“What is rewarded is repeated. What is punished is avoided. The first three laws of behavior change—make it obvious, make it attractive, and make it easy—increase the odds that a behavior will be performed this time. The fourth law of behavior change—make it satisfying—increases the odds that a behavior will be repeated next time. It completes the habit loop.”
“Success is the product of daily habits—not once-in-a-lifetime transformations. Habits are the compound interest of self-improvement. “
What can we take away from this? Here are three habits that I strongly recommend program managers implement. These are proven techniques that will help regardless of the type and size of the projects/programs:
Atomic Habit #1: Run regular retrospectives
Atomic Habit #2: Templatize
Another advice from the book is “standardize before you optimize” and this is perfectly applicable for templates. Standardize the use of templates first and based on the patterns that emerge, optimize the templates
Atomic Habit #3: Consolidate project tasks and action items
In summary, here are my top three atomic habits that you can cultivate amongst your project/program teams for success over the long term:
I would love to hear the habits that have helped you as a program manager. Share them in the comments below!
AI To Disrupt Project Management
Education and Training,
Human Aspects of PM,
Nontraditional Project Management,
Categories: Career Help, Change Management, Cloud Computing, Complexity, digital transformation, Education and Training, Ethics, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, IT, Leadership, Leadership, Nontraditional Project Management, PMOs, Portfolio Management, Program Management, Stakeholder, Strategy, Talent Management, Teams, Tools
By Peter Tarhanidis, PhD
Technology has demonstrated tremendous benefits and efficiencies (many of them unstated) over time. The technology lifecyle enhancements that started with our initial computers, software programs and the internet of the past have given way to the modern-day cloud, Big Data and artificial intelligence.
Throughout this maturing landscape, technology has affected all industries—especially how we collaborate. According to Peng (2021), here are some key impacts to consider:
Project management has benefitted from the overall technology lifecycle, either by implementing aspects of it or by being a user of its collaboration outputs. Yet project managers are at the doorstep of being part of the next wave of AI disruption.
What a PM organization must consider is the methods and concepts used in managing past programs and become proactive in shifting to an AI-enabled PM organization. There is no doubt that the role of PMs and our methodology will be augmented with AI-enabled assistance.
PwC identified five areas of AI disruption and decision making in project management:
To prepare for these changes, project managers should:
In order for these changes to emerge, there are a few considerations that may hold one back from the changes—such as organizational readiness, employee skills assessments, and the state of technical tools.
PwC outlines a change approach to assist in the transition that relies on updating project management strategy, leveraging technology investments, integrating digital and AI, and a comprehensive communication plan to generate awareness through adoption by the future project management workforce.
What other approaches have you used—or should be considered—to manage AI disruption in project management?
Plan for the Velocity of Change to Keep Increasing!
Human Aspects of PM,
Categories: Agile, Best Practices, Career Help, Change Management, Complexity, Facilitation, Generational PM, Human Aspects of PM, Human Resources, Innovation, Innovation, IT, Leadership, Leadership, Lessons Learned, Portfolio Management, Program Management, Project Planning, ROI, Stakeholder, Strategy, Talent Management, Teams
By Peter Tarhanidis, Ph.D., M.B.A.
Today, developments in emerging technology, business processes and digital experiences are accelerating larger transformation initiatives. Moore’s Law means that we have access to exponentially better computing capabilities. Growth is further fueled by technologies such as supercomputers, artificial intelligence, natural language processing, Internet of Things (IoT) and more across industries.
Business Process Maturity
According to market research group IMARC, automation and the IoT are driving growth in business process management (BPM); the BPM market is expected to grow at a 10 percent compound annual growth rate between 2020 and 2025.
Customer experience is redefining business processes and digitizing the consumption model to increase brand equity. Gartner reports that among marketing leaders who are responsible for customer experience, 81 percent say their companies will largely compete on customer experience in two years. However, only 22 percent have developed experiences that exceed customer expectations.
The Way Forward
I’ve developed a few guidelines to help navigate this change:
Change is now inherent and pervasive in the annual planning process for organizations. Given that, I like to ask: What is the plan to prepare staff and colleagues to compete in this hyper-transformation age?
What observations have you made to keep up with this new era’s velocity of change?