The PMO: Promoting best practices in stakeholder engagement

Stakeholder engagement is one of the most important factors in the successful delivery of projects.

pic2On 24th February 2017, the Cape Town PMO forum hosted by PwC deliberated over what role the PMO should play in promoting good stakeholder engagement on projects.

We were conscious that there is a fine line between the PMO facilitating good practices; acting as a broker between the project and its stakeholders; and taking on the role of leader in stakeholder engagement.  The more responsibility the PMO takes, the higher the risk that it disempowers the project and threatens the creation of effective project-stakeholder relationships.  That said – it is clear the PMO has the potential to support and encourage good stakeholder engagement practices.  How to get the balance right?

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Communities of Practice to encourage knowledge sharing in project-based organisations

This month’s ‘Insights’ blog shares lessons from applying a community of practice (CoP) approach to encouraging knowledge sharing across a project community.  While the research examines multiple PMOs in a large global organisation, I feel the insights are also applicable to the single PMO attempting to promote the sharing of best practices and lessons learned in the project manager community.

The paper gives us some insights into the challenges faced in promoting knowledge sharing, the success factors for the formation of an effective community and how you might recognise that your community is maturing (or not).

“If only we knew what we know…”

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The PMO as knowledge broker

Nothing is a waste of time if you use the experience wisely

Identifying lessons learnt is a necessary part of the project process, not only does this information have the capacity to lighten the workload of the project manager, but it also places the company running the project, in a position of increased competitiveness – however, this is only if the knowledge is actually applied. Unfortunately, the reality confronting many project managers is that once boxes have been ticked and projects completed, it is very rare that this information is accessed and utilised in future projects.

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