I believe that projects are everywhere, ubiquitous, and that it is in the thousands of projects I see everyday that I can have the greatest impact. I work to be a constant source of positive reinforcement and encouragement to everyone working on projects, posting six days a week to share good news, good thoughts, and great projects with my project peers.
Here is my addition to your PM/PMO toolkit. After reading Mark Price Perry's excellent book on the Business Driven Project Management Office, I found that I agreed with his observation that PMOs tend to focus on either Methods and Tools, or Speed and Value. Note that my bias is towards speed and value.
Here is a simple tool to gauge the focus of your PMO. Just print and cut out the two pieces.
To use the PMO Focus Gauge, ask various stakeholders to place the pointer arrow on the gauge pointing in the appropriate direction. I suggest taking photos of the gauge with an annotation to capture who placed the arrow.
I don't mean to suggest that one side of the gauge is better than the other. We can imagine compelling arguments for either side of the gauge, or for the middle. Instead, this is a great tool to use in discovering an organization that is in alignment with your personal views.
I mentioned that my bias is toward the right side (Speed and Value), so that is the PMO I want to work with. This does not mean that I don't want methods and tools - instead it means that I want to employ methods and tools in the pursuit of speed and value. It also means that I will avoid any methods or tools that slow down my projects or decrease their value to my clients.
Another fun experiment is to print out two copies of the gauge and label one "Reality" and the other "Goal." Then follow the same process. This is really starting the GROW coaching process for the PMO. It will be fun to see if the PMs and other stakeholders in your organization agree on the desired direction of change.
Let me know if you use this PMO Focus Gauge and what you find out.
I've been thinking about incentives. As Project Managers, we need to be aware of the incentives and disincentives we are providing to our teams. As PMOs we need to be aware of the incentives we provide for our Project Managers.
We need to be aware, but it is clear to me that we are not always aware.
Consider the case of the traffic light metaphor. Many PMOs and management teams use the traffic light metaphor to track various projects by their relative risk. If a project is Green, no worries. If Amber, some management or executive attention required. If Red, more attention required.
So, how does the traffic light stuff fit into a chat about incentives? Here is my experience with two organizations. In one organization, management encouraged project managers to change the project's light from green to amber, or from amber to red. This first organization went so far as to add a traffic light with no specific criteria - that the project maanger could change because the project "Felt" amber or red. While the amber or red projects did receive additional executive management oversight, that was not perceived as a bad thing (disincentive) - it just opened up a needed dialog.
In a second organization, a change from green to amber or red is perceived as an issue - requiring a "Recovery Plan" and frequent appearances in fromt of a management committee to explain progress. My concern is that in this second organization there is a significant disincentive to changing traffic light colors. Teams promoting this policy are like the traffic lights in front of emergency vehicles. THEY ALL TURN GREEN!
Regarding traffic lights, in my experience some projects are, and remain amber or red for months at a time. This is OK and should be embraced as a way for project managers and project teams to communicate a continuing high risk situation to executive management. Any assumption that projects should or must return to green in a week or a month may be an oversimplification.
Given this example of a disincentive caused by the way organization two uses traffic lights, the important point is that PMOs and PMs need to understand the incentive and the disincentive effect of their policies. In the case of the traffic light disincentive I described above - I suspect that the executive management group does not understand the strong incentive that they provide for PMs to stay green. The potential cost of this incentive can be great - that is, executive management staying ignorant of a high risk situation on a key project.
Your homework is to think about the policies you have in place in your PMO or Project, and what you are incentivising. I would love to hear your thoughts on this in the comments section.
