.png){kind=logo}
Project Managers exist in every kind of organization but not every organization has an identified PMO leader. One of the key parts of your PMO Improvement or PMO Build is not to just create that leader, but to empower that leader to become a real partner to the business lines that consume the PMO services.
That PM leader could be anything from a dedicated Director or VP of Project Management all the way to your CIO, COO, or CSO. The key is that this leader must be an active champion for the PMO, not just the person that approves Project Manager PTO.
Maturity in the case of leadership boils down to the journey you want to create for your PMO leader to move from people and process ownership to being an active part of business planning. At the highest level this means moving from being tasked with executing new projects to being a planning resource when potential projects are being evaluated to active participation in planning overall strategic initiatives.
Here is the overview of the Maturity Model Leadership dimension:
Level 1: Ad Hoc Project Management
Limited awareness of the importance of structured project management.
Reactive decision-making.
Inconsistent direction or guidance on project initiatives.
Level 1 is effectively having no PMO leader. There may be project managers active in the organization, but they are an island to themselves, likely taking in work as assigned by whoever their line manager is.
Moving from Level 1 to Level 2: Simple-, hire, promote, or identify your first PMO leader. This role will be the foundation for all the work to come in building your PMOs value.
Level 2: Basic Project Management Organization
Clearly defined PMO leader role
Growing awareness of project management’s value.
Some sponsorship for creating standardized practices.
At Level 2 we have brought in our PMO leader. That’s not all there is to it, but it’s the start. You want to make sure your PMO leader has a clear remit, not just an implied one. You don’t need to immediately put them in charge of the entire project process, intake through execution, on Day 1, but you will want to create a path to grow in that direction.
Moving from Level 2 to Level 3: The focus will be on standardizing your practice, showing greater and greater value to your organization, and being a mentor to your team. There is the potential for a much longer article about how showing your team’s value gets you the seat at the table you will need to attain the next few levels. The short version is that to go from being responsible for your project managers to being a key member of your senior strategic planning team, you need to show some value first.
Level 3: Standardized Project Management Organization
PMO Leader provides regular oversight and mentoring to Project Managers
Clear commitment to project management.
Regular oversight of project initiatives
Level 3 is all about building on the work you have done with standardizing how you and your team handle project delivery. At this point your project methodology should be understood by your team, and you are actively working on overseeing their work and mentoring them to success. Your organization should see the work you and your team have put into standardization and the value of having your team involved in their projects.
Moving from Level 3 to Level 4: Moving to the next level is about evolving from a delivery organization to an organizational resource. At this point you will want to start taking your well-honed project processes and shift to working as an educator and influencer. Facilitating transparency and breaking down some of the silos inside an organization comes naturally to PMOs. I bet that once you can dedicate some time to things other than your team and process there will be tons of opportunities to help them improve their internal process, communications.
Level 4: Enterprise Project Management Organization
Strategic alignment of projects with organizational goals.
Investment in continuous improvement initiatives.
Level 4 is your PMO as a strategic organizational resource. The specifics will vary for your unique situation, at this point you may be managing organizational intake processes, facilitating strategic prioritization, or managing organizational updates across your business lines.
Moving from Level 4 to Level 5: The move from Level 4 to Level 5 is a measure of your level of inclusion in strategic planning at the organization level. This is a natural progression and if you are showing continuous value and improvement this step is more of an evolution than a discrete set of steps.
Level 5: Project Management Organization Center of Excellence
Proactive leadership in leveraging project management for strategic advantage.
Regular reviews of organizational alignment and strategic direction.
At Level 5 you have a seat at the strategic table and are actively called on to consultant on new initiative evaluations. Leveraging lessons learned from previous initiatives you are able to assist with high level decision making and resource planning.
Commentaires