Evaluate Session
The Health Science division at The George Washington University has embraced project management framework and processes across all departments, service lines, and levels of faculty and staff. Led by PMP staff, we empower non-project managers to positively impact work and outcomes through utilization of appropriate PM tools. This strategy has led to greater success in key operational and strategic initiatives, increased work satisfaction, and better service delivery on shorter timelines.
Components of the strategy include obtaining buy in to PM principles from leadership, translating PM language for non-project managers, identifying opportunities for non-project managers to take a PM leadership role, offer a training series across several project management processes, and supplemental support such as consulting with a PMP.
This strategy has led to positive impacts in communication, employee professional development, shorter timelines, and more valuable deliverables. Some unintended consequences include more cross-team integration and most importantly, this structure has emphasized the concept that leadership can be practiced at all levels of the organization and is not confined to roles defined as leaders.
Key Takeaways
- Identify key benefits and stumbling blocks of project execution by non-project managers.
- How to create PM resources and tools including a PM Hub, training, templates, and decision matrices for non-project managers.
- How to provide coaching, mentoring, and consulting to non-PM managers as they navigate project management framework and processes.
PMI Talent Triangle: Leadership
Evaluate Session
Establishing a PMO is like starting a diet, all you need is a desire to make a difference, and both can produce impressive initial results, but change is hard. It is easy to get off track, the initial enthusiasm can soon wane and without the right support, guidance, encouragement and sense of purpose, it is super easy to slide back into old habits. Does it always have to be this hard?
People like organisations are interested in bettering themselves, they both seek transformation and yet beyond the short term success, very few achieve their desired effect. Is this because we have the wrong PMO, the wrong diet, or do we need to rethink our approach and do something differently?
Opinions remain divided about the effectiveness of enterprise wide PMOs, with recent global survey data presenting as an urgent call to action, should PMOs seek to remain relevant. The rise of the Agile PMO is here. Key is its ability to navigate transformative complexity and shift from cost to value primacy. PMO transformative agility and leadership insight are paramount to its success.
This presentation frames the current baseline and outlines the statistics and what this means for the future of PMOs. It states the rationale for change and progressive historical shift to what is now considered a contemporary PMO establishment. It frames what is needed for transition in terms of the PMO lifecycle, and what this means to project practitioners.
Adopting and structuring an Agile PMO operating model is not for every business. Transforming your PMO to focus on value and leadership insight for success should be considered as a full lifestyle shift, rather than a diet. For those lacking the desire or discipline, there is always another diet.
PMI Talent Triangle: Strategic and Business Management
