Organizations often have entrenched and possibly outdated processes that aren’t as efficient or effective as they could be. For PMOs interested in improving project performance, these flawed processes may be holding them back or limiting how tightly operations can be streamlined. But changing established processes is sometimes an uphill battle. We’ve provided some pointers on implementing changes to those processes in a way that offers solid benefits and maintains stakeholder support.
Identify where the problems exist
It’s a fundamental step but it bears repeating—you can’t truly correct a problem until you know what it is you’re trying to fix. Effectively addressing any problem requires the team to dig down to the root cause and solve the issue at its core. This is where team involvement is crucial, since the organization’s leadership may not see the problem’s origins the same way the employees who deal with the problem every day do.
Gather the details on the problem and its effect on the PMO by pulling the group together and discussing the issue, from its core all the way downstream through the impacts it has on the rest of the team’s operations. Be careful to separate root causes from additional problems that may be caused further down the line, so you aren’t implementing a solution that falls short of success. This will also be useful when setting expectations with stakeholders, since the new process may need to be implemented in phases with follow-on improvements kicking in later.
Create a better solution
Using that same team platform, it’s time to begin brainstorming ways to address the issue(s) you’ve identified. Look first to answers to the immediate problem, taking in suggestions from the group on what a better solution might look like. After one or two preferred plans have been developed and vetted, shift to examining how the new process proposals are likely to impact downstream activities.
With the baseline evaluation is done, project management professionals should next look for changes that may be needed in adjacent areas. A comprehensive solution may involve more than just the project team. Your PMO will probably need to work with other groups—usually internal support teams but sometimes external vendors or other partners—on ways potential improvements within their operations can support the updates you’ve planned. Will purchasing or contract negotiation strategies be affected? Does the current staffing plan need to be revisited? Is this change going to affect how accounting manages capital expenditures or operational budget approvals?
Gain support from all stakeholders
For the new process to be as effective as possible, it’s crucial to get all stakeholders impacted by the change on board with the proposed revisions before the plan is rolled out. If their input was solicited during the initial solution development phase, then the PMO is already moving in the right direction. If not, be sure to discuss the various proposals (emphasizing their pros and cons) with stakeholders before a final plan is chosen.
Communication is key, even if particular stakeholder groups weren’t asked to participate in developing the solution. At the very least, project teams should begin by acknowledging there is a problem. This is good PR for the PMO, and it lays the groundwork for setting stakeholder expectations on what sort of impacts and improvements the new process will bring.
If the revised process is controversial or likely to face stakeholder pushback for any reason, be prepared with solid information on why the change is a good idea. For example, benchmarking data showing existing inefficiencies can be contrasted with projections about the improved performance metrics the new process is expected to offer.