One of the main challenges in implementing a PMO, aside from introducing tools, systems and processes, is dealing with the “people side” of change. Often companies don’t even think about how the changes being introduced will affect the organization, it’s people, and culture. Moving into a project-based business or deepening the reach of the PMO if it is already established, often has effects on many aspects of the business. It is essential to make explicit the aim to address organizational change management at the outset of the implementation or when the PMO’s function is being changed.
Often the size of the investment in a PMO is substantial. And, it can be sabotaged to operate sub optimally or fail if the Organization Change Management (OCM) aspects are ignored or overlooked. Addressing the OCM issues from the outset of any PMO implementation or change increases the likelihood of its success.
Typical OCM Challenges When Implementing a PMO
- Finding “stovepipes” in the organization that inhibit or prevent the development of information needed to make decisions.
- Implementing a PMO for the first time – and not knowing how much the organization can or will be affected.
- Not understanding the pace and absorption rate of change the organization can take.
- Resistance to the idea of a PMO or strengthening the PMO by senior leaders, mid-level managers and/or staff to the changes and accountability that comes from a project-based organization.
PMO Organizational Change Management
Determining what needs improvement and implementing that in a PMO often requires that parts of the organization and individuals change how they function and perform their work. This can be uncomfortable or even frightening to those who are required to change. Helping people at all levels cope with the changes eases the path for implementation.
We believe that OCM work is some of the most important work that clients undertake. Ten Six consultants bring extensive experience as business consultants and change agents who know how to do this important work with our clients. Below is an outline of our OCM process, which is based on industry best practices and our experience in this realm.
Ten Six works with its clients to develop and map out the following for its PMO implementations:
- Change Management Characteristic
- Organizational Impact
- Change Management Strategy
- Sponsorship Model and Roadmap
- Communications Plan
- Change Agents, Support Managers and Supervisors Coaching Plan
- Resistance Management Plan
- Master Change Management Plan
We recommend that a change management team be identified. It can be the project team or a separate team of representatives from the organization elements affected. We also work with clients to identify the sponsors and involve them throughout the change efforts.
As the project builds momentum we use a variety of tools to assess resistance and work with the team to proactively address these issues to mitigate their affects. If needed, issues can be escalated and addressed with management.
Clients can expect the following benefits from integrating OCM as an integral part of any PMO implementation or PMO changes:
- An accelerated PMO implementation with less risk, delivering value faster.
- Improve the acceptability of the PMO and its policies, systems, tools, and processes.
- Change management being explicitly called out is addressed proactively rather than reactively – reducing the impact of resistance.
Provide management with insight into the progress and know when and where to assist or intervene to help keep the PMO implementation on track.
Call us today (703) 910-2600 or email us at firstname.lastname@example.org to discuss how Ten Six’s OCM approach and expertise can accelerate your PMO implementation and reduce user resistance.