With the PMO Conference coming up in London, I think it is worth considering just how far the role of the PMO should go. I have been involved in the PMO competency development work with the Flashmob team and at times it concerned me that we were in danger of defining the PMO as a monster which inappropriately seizes responsibilities from the project manager.
As Collin Ellis, remarked in his great article on Agile PMOs “The fact of the matter is, if you need a central ‘unit’ to tell a project manager to follow a process to build a plan to deliver a project, then you’ve already failed.”
The PMO must be an empowering influence in the project community, not a disempowering one. I wish I was at the conference to see, for example, Richard Hendrickse talk on “Developing PMO Servant Leaders”. Surely this is the style and culture that the PMO must seize if project management and project managers are to remain relevant in our organisations?
Continue reading “Are PMOs killing the role of the project manager?”
If you are lucky enough to have attended the PMO conference in London on 13th June 2018 then you may be already be reflecting on: How could the PMO improve? How can we increase the value of our PMO? What kind of PMO should we be?
A view that PMOs should not be permanent structures has gained ground recently. Todd Williams, in his insightful book on “Filling Executive Gaps”, suggests that PMOs are perceived as essentially bureaucratic and they all tend to outlive their usefulness. The need to re-invent and re-align the PMO every few years to remain valuable has almost become a mantra in PMO circles.
Continue reading “Renewing your PMO”
When Ian Cribbes, took over the project management of the St Edburg’s church conservation work in Bicester he had not quite realized how different it would be from the projects and programmes he had managed for over 30 years for BAE Systems. The project had a £205,500 budget – somewhat smaller than the multi-million-pound projects he had been involved in his professional career. This budget came in two phases; phase 1 was for £19,500 and was allocated for the carrying out of development work (the production of plans and reports); phase 2 was for £186,000 and was allocated to the actual works to be carried out. But, as he is the first to admit, this project proves the point that being small does not necessarily make it simple. Sometimes tight constraints demand higher levels of capability and attention to detail from the project manager.
The St Edburg’s work was a conservation project to restore its Grade 1 listed building, parts of which date back 900 years and was funded by the Heritage Lottery. (In the UK work on a Grade 1 Listed Building is categorized as ‘conservation work’ when its purpose is to retain what is there for future generations. Renovation and restoration, on the other hand, is when work is carried out to take things back to what they were.)
Ian is an experienced project manager and knew he had things to learn as the construction domain, and in particular heritage conservation, was new to him. What he hadn’t foreseen was how the difference in the funding and the stipulated budgetary control processes would affect the planning and every aspect of the execution of the project. The budget constraint was absolute – it was this amount and not a penny more! While the control of spending on commercial projects is important, with most, especially larger, budgets there are usually opportunities for virement – moving costs between account categories. It is also often the case that there isn’t an absolute cost: when push comes to shove – more money can be found. This was very much not the case on this project.
Continue reading “When the budget really matters: A church restoration with lottery funding”