Want more pace in your projects? Governance is the key

Increasing the pace of delivery of projects takes a lot more than just working faster.  For most projects the biggest time-thief is decision-making.  It’s not the effort, it’s the elapsed time it takes to appraise the various stakeholders of the issue, get a consensus and then transmit their response to the project. If you really want to increase pace of delivery, then it is the elapsed time-stealers that have to be streamlined… and of these, the most important? Governance.

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The myths of stakeholder management

Project stakeholder management has borrowed many of its concepts from other discipline areas. This cross-usage of wisdom is helpful but its application in projects is still to be proven and bedded-in to the way we do things.  After all, it’s only in the last few years that stakeholder management has been recognised in project management bodies of knowledge.  In the meantime trial and error application has resulted in a number of myths about its application to projects.

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Going solo: The project management way!

Last year I watched my daughter make her first solo flight in a light aircraft.  That means she took off in an airplane on her own, and landed it. She was just 16 and had ten hours training.  The first I knew it was happening was when the instructor said quietly to me,  “You might want to stay around to watch this lesson!”.

Photo by Martin Adams on Unsplash

If you haven’t experienced going solo in a airplane, this is pretty much how it works. After you’ve made three perfect landings in a row, the instructor casually remarks: “Not bad, why don’t you do the next three circuits on your own?”  They then climb out of the airplane leaving you alone with the engine running and ready to go.  At that moment the airplane seems tremendously quiet, the right-hand seat looks tremendously empty and the runaway looks tremendously short!

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Renewing your PMO

If you are lucky enough to have attended the PMO conference in London in June 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.

John McIntyre at the 2017 PMO conference talked about “How to survive that tricky third year”: and described how the PMO at Ticketmaster managed by doing more with less, deciding what to continue to provide and what to drop.

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