I have always loved project work. As a young engineer in the mid-80s, I was empowered to implement new processes and designs. It was exciting to influence changes personally. I was able to make a difference in a person’s position and we could verify the impact right away. As manufacturing and warehousing became more dependent on systems, I was fortunate to step into the Project Management (PM) profession. I earned my PMP in 2001 and learned the value of the profession as I delivered many systems and process projects. As part of large organizations running projects, I have seen the value of a Project Management Office (PMO) to have a consistency in communicating and executing projects.
During the recent COVID 19 crisis, many companies are facing financial difficulties and putting projects on hold. The focus is on keeping the business running with essential staff. With this change, many PMs are finding themselves in the unfamiliar situation of being unemployed. With less PMs and the desire to implement or use alternate practices, the PMO’s purpose and value will need to adapt as well.
When our crisis is over, PMOs may need to have courage and let go of the familiar just like the quote from
Raymond Lindquest stated: “Courage is the power to let go of the familiar.” Raymond Lindquist (1907-2001).
Letting go of the familiar includes some of the following:
- Less process “governance”
- More flexibility on tools
- Increased use of hybrid methodologies
- Heightened focus on project deliverables
- Extended use of contract PMs, BAs, ScumMasters - with specific expertise in the change being implemented
Project Management continues to be an important skill set to deliver strategic changes for our companies. When our world stabilizes, our PMOs will change. Those of us that have been delivering projects, want to continue to provide this excellent service and help change the world one project at a time. PMs are flexible, specialized, and familiar with multiple methodologies and tools. Utilizing contract PMs is a great way for organizations to step into the future for our PMOs.
How is your PMO going to be courageous and what will be changing?
About the Author:
Diane Johnson Morris, PMP, MBA
Diane Johnson Morris is an Industrial Engineer and certified PMP. She has over 30 years of experience in the Defense, Retail, Restaurants, and Healthcare. She has supported Manufacturing, Supply Chain, Strategy and Information Technology functions in various roles including Engineer, Process Leader, Strategy/Portfolio Manager, Program/Project Manager, and PMO Director.
Contact our team at PMO@morristechnologysolutions.com with any questions or needs or view more information on our website https://www.morristechnologysolutions.com