Change Enablement through PMO
We have all been in organisations where the Project Management Office are seen as an administrative body which slows down the rate of change insisting all “I’s” have been dotted and all “T’s” crossed. (e.g. all boxes must have been ticked before implementation into live).
In APS, we believe that PMOs need to support, enable and accelerate your ability to deliver, (remove roadblocks, not be the blocker)
So how do you get your organisation to recognise the benefits of a PMO and see them as enablers?
Start with the simple things: firstly, we think dropping the dreaded PMO name is a good start. At APS we call our PMO the Change Enablement Practice. Its role is to maximise the number of successful implementations and simplify…yes simplify the project teams life.
Some simple key areas we follow at APS to ensure your Change Enablement Practice can be a success
- The practice team must add value to your initiatives and projects, supporting and guiding your change teams through governance. If change teams are feeling stifled, then something is not right.
- Setting a simple transparent methodology aligned to your internal meetings and governance. (note: this applies to all methodologies).
- The Change Enablement Practice need to help resolve issues adding value to the delivery.
- Accurate simple reporting which minimises the duplication, for the change teams to follow.
- Effective and simple Risk Management.
- Manage dependencies on behalf of the delivery (where appropriate)
- Clear and consistent communication across all levels of the organisation.
- Use of “Best Practice” tools to manage and deliver change.
At APS, we believe consulting needs to be redefined to enable digital transformation. We are the catalyst Consultancy that enables technology-based change by collaborating closely with your people from ideation to implementation.
Contact us to discuss your requirements.