Wednesday, November 25, 2009

Role of PMO in Change Programs

I prefer to take the PDCA approach here as well. If the PMO can follow PDCA principles, aim high, be grounded, and take people with them, a change program has good chances to succeeded. Of course, the BIG pre-requisite is - the change that is being managed was required.

It is similar to saying - a poor product rarely does well due to good marketing or a movie with a poor story rarely does well due to special effects or marketing!

Plan the Change
The PMO needs to work closely with the Leadership teams to design the change program. It is useful to first have the big picture and then look for details. I often ask a question in such design - What will happen if we don't roll out this change? There is no point asking for change if we are not very clear about why. Often, new Leaders want to push change (dramatic ones) to establish their arrival. This is suicidal for all.

Do the Change
The PMO cannot afford to be a coordinator alone. No longer. If the PMO is just going to push dates and reminders they will lose respect quickly. They must participate in the process. And should appear to be flexible, even if they can't be flexible. A key lesson is to allow small wins to the people in the process but remain unmoved on the larger goals.

Check Progress of Change
This is the phase that most Change Managers confuse as their main role. It is not. And never should be. I am yet to see a change program be successful because the program office did the chasing very well! Use technology but don’t be a slave to it. Pick up the phone and speak. Walk across to people. Talk to people. You are a part of the change.

Act on Gaps in Change Progress
Why check progress if you can't or don't act on it. Key lesson - don't be seen as a messenger to the leadership team. Be involved and use your brains in escalating selectively. Help people close implementation gaps. Appear useful.

Overall - Change is an organic process. If you can remain forever aware of this then things usually work out. And always remember, no amount of change management sells a wrong decision.

1 comment:

Felix said...

To the point and nicely penned..!! It iterates the fact what most PMO teams miss out at many organizations.