Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
We know we need to justify the value of PMO. At the same time, creating awareness of PMO and marketing its value externally is equally important. How can we effectively market PMO then? Do note that as much as we would like to market PMO aggressively, we also need to be cautious not to over doing it. The question here is then what are the approaches or tools you would use to market PMO and how to do it effectively? Saving Changes...
I'll start with the buzzwords, and then take a more simple approach.
Vision, Mission, Charter...
Purpose. What is the purpose of your PMO? What value does it add ot the organization 1) from the PMO perspective, and 2) from the organization's perspective. The PMO perspective is important, but you have a better chance of success if you know what your organization wants and why they care, and then make that a large part of the purpose of the PMO.
Function. What does your PMO do? Are you providing a service to the organization, i.e. templates, tools, training, resources? Or do you have a strong governance focus, i.e. this is what you "will" do, when and how (not always a successful approach when used by itself).
You will benefit from an executive level sponsor, but make sure your sponsor understand the purpose and function of the PMO. This will make it easier to manage expectations.
Brown-bag lunch meetings (meetings held during lunch breaks where participants bring their own lunch and eat during the meeting) can be an effective way to introduce the PMO to people and give them the opportunity to ask questions. Follow these up with training classes, if appropriate, on how to use the tools and services you offer.
In my experience, it is best to implement a model that is simple and sustainable, that can deliver on its promises. I worked for a company that failed to implement a sustainable PMO, twice. The first time they tried to force all of the project managers into one organization, and ended up with fractured PM groups across the enterprise because the various business units did not want to give up control of their projects to another organization (trust issues). The second time they left the PMs where they were, but came up with such complicated processes for even the most simple projects that nobody wanted to use them.
A simple summary would be:
* Identify a sponsor with the power to support the PMO
* Identify critical stakeholders
* Identify your target audience (executives, managers, project managers, etc...)
* Identify what the organization values from a PMO and incorporate it
* Consider giving your sponsor and key stakeholders input into the purpose and function of the PMO
* Clearly define your purpose and function; make sure your sponsor and key stakeholders understand
* Keep your message simple, even if the PMO is complicated
* Provide opportunities for interested people to learn more - brown bag meetings, training, information material on a company website
* Develop promotional materials targeted to specific audiences - what you tell an executive might have a different focus from what you tell a manager or project manager.
...and I'm sure other ganttheads will be able to add to the list. Saving Changes...
Stuart DixonProject Office Manager| Xl CatlinCrowbrough, United Kingdom
I will echo Aaron's comment about getting a sponsor, this is probably the most important step.
My preferred marketing style now has a catchy buzzword to it which is 'viral marketing' i.e. by demonstrating success and really helping a project/project manager succeed, you can then get them to do your marketing for you. After all have you ever seen any poster marketing for a show or a film without quotes saying how great it is?
Customer testimonials are a great way to market, especially if the person you helped was initially negative to your cause.
You can also get your sponsor to market on your behalf as well, using the same testimonials, but just to a different audience.
I think it also helps to have an an underlying vision that you are trying to promote, expressed in a few words as possible.
My current one is 'PMO = trusted advisor'. With trust being the most important word in the sentence.
I would also caution against overselling, only market what your PMO can deliver, and remember the limitations of the individuals within the team. It is better to do 1 thing well than 10 things badly.
You know when you have succeeded when the senior management team is driving you to deliver and asking if you need extra staff to do a better job.
Good luck with your marketing... Saving Changes...
Elizabeth HarrinDirector| RebelsGuideToPM.comLondon, England, United Kingdom
Testimonials are a great way to show that you really add value. We do this on phased projects too, with customers of the early implementation saying to those who will get the software later that it has really been worth the pain of change. So I would echo the comments you've already received and say being clear about what value you add and then showing that you really do add value through clear internal 'marketing' is a good way to start.
Also, come up with your 'elevator pitch' and be sure that everyone in the PMO knows what it is. You want the whole team to be supportive of the mission and be able to sell it at a moment's notice when they are caught in the elevator with a senior exec. Saving Changes...
Jiju NairSenior Manager| Fannie MaeReston, Va, United States
Classic question. I concur with Aaron, Elizabeth and Stuart that a sponsor buy in needs to be secured as well as soliciting testimonials.
I have come across similar situations where an existing PMO wanted the enterprise stakeholders to recognize its value and authority. It is usually a tough sell. However, perseverance usually pays off and when the PMO remains flexible to the organizational needs.
I have found out that etablishing a Coaching center for perpetuating the goals, objectives, roles and authority to the stakeholders can work wonders. Program coaches can be embedded in business areas who will provide insight into the activities of the PMO in each project or portfolio.
In short, corporations want to see how a PMO can positively affect their individual projects and whether they can look upto such a PMO for project/program success. Saving Changes...
Mel BostHead Project Closeout and Lessons Learned Advisory Services Practice| BOT InternationalCave Creek, Az, United States
The value of PMOs lies in their ability to turn strategy into action for an organization. PMOs should be cognizant of this objective with every initiative they pursue. This means anticipating barriers to the initiatives being accepted and acted upon positively by other functional groups in the company. Every PMO member must be trained to antiipate these barriers and be able to address them accordingly. Saving Changes...
Mark NewtonProject Manager| JacobsWilletton, Western Australia, Australia
Hi WMK
I think you might be asking the wrong question. Try "Why should you have to market the PMO?"
If the PMO is worth it's weight then the "Pull" will be so great you won't keep up with demand. If you are "Pushing " the PMO down peoples thoats it will join the 75% of PMO's that fail within 3 years.
Try putting aside the Process, Procedure and Methology for a bit and go and ask your Business Units (Clients) what they really need / want and then provide the service required. If you are selling what they don't want you will loose the sale no matter how good your marketing is If you are meeting their needs then the value statement is easier to express. (PS Marketing includes the customer research required to properly define the product needed, to enable the correct product to be designed which is a much easier sell).
Rgds
Juice
Saving Changes...
Wai Mun KooPMO Director| Intergraph PP&MSingapore, Singapore
Aaron, thanks for the comprehensive list. Very helpful. I will share this out in my organization.
Stuart, I agree with you that we have to be cautious as not to oversell - 'It is better to do 1 thing well than 10 things badly.'
I believe majority of you believe that buy in and support from sponsors and business are important as well as testimonials and success stories are great tools to sell the values of PMO.
The 'elevator pitch' and vision statement suggestions from Stuart and Elizabeth are quite creative and worth considering. In fact, we have designed a logo and a mission statement for the PMO in our organization.
I would like to hear a bit more from Jiju regarding his proposal on Coaching Center, the 'what' and 'how'.
Mark, although I agree with you that PMO has to cater to the needs of the business and if this is achieved, the effort to market it may be minimal or like you said, irrelevant. In fact, this has been pointed out by Aaron in his long list of suggestions. However, I still do believe appropriate marketing is important for the following reasons:
1. Not everyone knows what they need and what they want. Some people might not even have heard about PMO and what those 3 letters stand for (PMO could be abbreviation of 'Piss Me Off' for them). Imagine that you want to build a computer for the stone age people and start asking them what are their requirements. I don't think they will be able to give you good requirements for something that they have never heard of or seen.
2. There are always new comers in the organization. It is important for us to communicate the right message and right tone to them about the role and responsibilities of PMO.
3. Business requirement changes with time, and the same applies for PMO. As the PMO changes or evolves, it is important for us to market the new roles and values to everyone in the organization, not just to top executives.
4. Ideally, like what you said, if a PMO is doing very well with 100% performance, there is no need to sell the values of PMO so much. But in reality, not every PMO can keep up with the performance that do not need them to sell or communicate their values.
5. Even if the PMO meets exactly what the business is expecting with 100% performance, there will always be a couple of skeptics in the organization who refuse to accept. By explaining and telling them how PMO can help them in their work and what they will benefit out of it may possibly help to win them over. Saving Changes...
I've twice seen PMO get pushed down to a project admin and compliance function when its creation was justified internally as a way to get out of control projects under control, and to make money from delivering additional value to customers.
I've been asked to present PMO as something that can be sold as a value add by a sales team and i'm struggling because i can see most customers would say these are things you should be doing anyway..
Any pointers or tips on selling PMO would be most welcome. Saving Changes...
Craig DeChantalSenior Project Manager| ConsultingBloomington, Mn, United States
Sponsorship? Sure. Absolutely. Business sponsorship? Absolutely critical. But be cognizant that in the somewhat rarefied atmosphere of senior management (which is where your business sponsor better come from) not one executive is going to stick his/her neck out for very long (if at all) if the project office is not meeting it's commitments. They will not risk a career black mark for what YOU think is important.
So what are they interested in? Simple. The underlying question is "how is this going to add to the top line, the bottom line, or margins?" Can your project office answer any of those, directly or indirectly (and it better not be too indirect).
If you step back and get some perspective, how could they be interested in anything else, or ask any other questions? Sure, there are nuances around those questions, but at the end of the day it always gets back to the basics.
So when you're chartering or reviewing or aligning your PMO, better ask yourself those three simple questions, and be able to give the crisp response management is waiting for. Saving Changes...
Mark Price PerryBusiness Driven PMO Evangelist| BOT InternationalOrlando, Fl, United States
Great question. For years I have advocated AGAINST the idea of "marketing" or "selling" the PMO. I quite agree with Mark Newton (see below). The only thing more pathetic and ridiculous than the notion of marketing/selling the PMO is the fact that those that advcoate such poor advice typically have not had one iota of experience in marketing/selling. What marketing/sales best practice (process) are they advocating? SPIN, Radar, COS, GTM, MDM, Miller-Heiman, etc. Do other organizations have to sell themselves? The sales organization, the marketing department, the finance department, the engineering department, etc. Of course not. And another thing, the PMO is not yours to sell. The executives (constituents of the PMO) establish the mandate of the PMO. What business problem do we have for which a PMO of some kind can be of value. The executives also set the mission, goals, and measurable objectives of the PMO, their PMO (not yours). From there, the PMO can develop and execute a constituent approved strategy that fulfills the mandate of the PMO. Sell the PMO...? NEVER. IMHO, Marketing/Selling the PMO is a tell-tale sign that the PMO is not set up correctly. Run the PMO like a business and your problem is solved. And make your objectives like any other business unit must do. Saving Changes...
Community Champion
