The situation is the following: I lead a supportive-type PMO, and as you may know, our services as practically on-demand by project managers (I consider our structure as a weak/balanced matrix org.)...
The thing is that us, as a supportive PMO, facilitate the tools and provide guidance on best practices but sometimes, some of the project managers just won't follow them due to other priorities or to attend urgencies, or even only because of stubbornness... obviously we cannot take direct control of projects and neither we can force project managers to follow our advice or use our tools, but still I don't like seeing projects not going in the right direction...
I know the general tools and guidance are good since they are working very good in most of the projects in the portfolio... so I would think it's more of an "attitude" issue of certain project managers...
What would be your suggestion to positively influence or overcome this kind of situations?...
Thanks a lot! Saving Changes...
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John DuncanRetired| RetiredLebanon, Tn, United States
A couple of thoughts. Starting with quotes from the original question:
--- "still I don't like seeing projects not going in the right direction" ---
If projects truly aren't going in the right direction without your assistance, it may be possible for you to frame your support in a way that identifies problem areas (gaps), and how you can help close those gaps. ("what's in it for me?")
--- "I know the general tools and guidance are good since they are working very good in most of the projects in the portfolio"
How do you know they are working very good?
(and is this significantly better than the projects using different tools and guidance?)
General comment:
Some projects more on the agile side, might benefit from the first value listed in the Agile Manifesto: Individuals and interactions over processes and tools
New tools and guidance are "change". Sometimes it's easier (inertia) for people to do what they've always done. To overcome this inertia -- how does it benefit the PM? If you can make this case, the sale will be easier. It will probably have to be presented differently than "what you've been doing isn't working". That comes across more like an attack. You should be positioning as an ally. :-)
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1 reply by anonymous
May 22, 2018 8:07 PM
anonymous
...
I think that's a great idea, I remember seeing a TED Talk about first convincing people "WHY" we are doing what we do and then we show them "HOW", I think it makes a lot of sense on this example!
It's a tough one because the PMO has no authority. You could meet with project manager to sell the benefits of all using the systems, processes and templates of the PMO, but some of them will have an explanation why they can't/won't use them.
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1 reply by anonymous
May 22, 2018 8:14 PM
anonymous
...
I agree that authority is a key element of how PMO's will perform... I had thoughts of start evolving our supportive-type PMO to a controlling-type PMO (sort of hybrid maybe?), but in a good way, just to empower the office a little bit which could help us to deal with some of the "difficult" cases...
Of course, and I agree with John's reply, it's always best to start as allies by first selling the idea; unfortunately though, there will always be stubborn people, but I think is part of our role to learn how to deal with them in the best way possible...
Thanks a lot for your reply, it really helped me to clear my mind!
Saving Changes...
Anonymous
May 22, 2018 5:38 PM
Replying to John Duncan
...
A couple of thoughts. Starting with quotes from the original question:
--- "still I don't like seeing projects not going in the right direction" ---
If projects truly aren't going in the right direction without your assistance, it may be possible for you to frame your support in a way that identifies problem areas (gaps), and how you can help close those gaps. ("what's in it for me?")
--- "I know the general tools and guidance are good since they are working very good in most of the projects in the portfolio"
How do you know they are working very good?
(and is this significantly better than the projects using different tools and guidance?)
General comment:
Some projects more on the agile side, might benefit from the first value listed in the Agile Manifesto: Individuals and interactions over processes and tools
New tools and guidance are "change". Sometimes it's easier (inertia) for people to do what they've always done. To overcome this inertia -- how does it benefit the PM? If you can make this case, the sale will be easier. It will probably have to be presented differently than "what you've been doing isn't working". That comes across more like an attack. You should be positioning as an ally. :-)
I think that's a great idea, I remember seeing a TED Talk about first convincing people "WHY" we are doing what we do and then we show them "HOW", I think it makes a lot of sense on this example!
It's a tough one because the PMO has no authority. You could meet with project manager to sell the benefits of all using the systems, processes and templates of the PMO, but some of them will have an explanation why they can't/won't use them.
I agree that authority is a key element of how PMO's will perform... I had thoughts of start evolving our supportive-type PMO to a controlling-type PMO (sort of hybrid maybe?), but in a good way, just to empower the office a little bit which could help us to deal with some of the "difficult" cases...
Of course, and I agree with John's reply, it's always best to start as allies by first selling the idea; unfortunately though, there will always be stubborn people, but I think is part of our role to learn how to deal with them in the best way possible...
Thanks a lot for your reply, it really helped me to clear my mind! Saving Changes...
Hi,
I feel there are 2 parts to this solution:
(1) Human mindset - Please take a look at some good YouTube training videos on how to see things. There are simple human appearances and postures that can give impact on your stakeholders. Also Dale Carnige's book on "how to make friends and influence people" - these are good source to help a professional to make positive influence on other person while trying to make a point.
(2) Bandwidth - Even if you convince the other manager who is running the show, may be there is no bandwidth in the team to take the additional processes. In such case, you can reach out your boss to add additional team members to PMO group and get the "PM" tasks 'outsourced' to your team. That way, in addition to being supportive, you also get to 'run' the show. Slightly between supportive and directive.
Thanks,
Sachin.
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1 reply by anonymous
May 23, 2018 8:28 AM
anonymous
...
Thanks for your comments Sachin,
I'll surely check your book recommendation,
And yes, we sometimes take active roles to help PM's when they let us do so, which is great, we love to collaborate, I don't think we have a problem of "bandwidth" in my specific case, but you have a very good point though!...
Thanks all! :)
Saving Changes...
Anonymous
May 23, 2018 2:28 AM
Replying to Sachin Pereira
...
Hi,
I feel there are 2 parts to this solution:
(1) Human mindset - Please take a look at some good YouTube training videos on how to see things. There are simple human appearances and postures that can give impact on your stakeholders. Also Dale Carnige's book on "how to make friends and influence people" - these are good source to help a professional to make positive influence on other person while trying to make a point.
(2) Bandwidth - Even if you convince the other manager who is running the show, may be there is no bandwidth in the team to take the additional processes. In such case, you can reach out your boss to add additional team members to PMO group and get the "PM" tasks 'outsourced' to your team. That way, in addition to being supportive, you also get to 'run' the show. Slightly between supportive and directive.
Thanks,
Sachin.
Thanks for your comments Sachin,
I'll surely check your book recommendation,
And yes, we sometimes take active roles to help PM's when they let us do so, which is great, we love to collaborate, I don't think we have a problem of "bandwidth" in my specific case, but you have a very good point though!...
