Defining the competencies without understanding the culture of the organization is likely to increase the risk of low performance. We accurately measure your organizational culture using a new culture framework based a current research project which is similar to Hofstede culture framework to understand the likelihood of the organizational unit under review has the highest chances of success or if changes are required. PMO and project teams are often international therefore a holistic view of the cultures must be understood to help optimize culture to ensure success. Once the culture assessment is completed recommendations are made with a change management plan.
Organization cultural assessments will detail the culture types across the organization. Therefore, organizational relevance is across the whole organization. Doing a cultural assessment is strategic because there is little point of carryout out one unless there is a perception that the culture is not conducive to supporting the organizational goals. The value scale is dominated due to the factual understanding of the results that will come from the need to carry out this assessment as well as the actionable items that will result. Impact is show as 75% and not 100% because the actions will vary from organization to organization.
Its takes months to find the right people and even then, it can be hit or miss if that person is really the right long-term fit. IPMO Advisory trains hundreds of PMO and project professionals every year during which the trainers spend a considerable amount of time with professionals. We are often asked by attendees or professionals on consulting and advisory studies about new opportunities or vacancies that need to be filled. Having world-class experts in training, advisory and consulting we know the competencies required and the cultures of our clients.
We have a dedicated talent acquisition team that will help you fill your PMO and project talent needs from both a temporary and a permanent perspective.
Talent acquisition needs can be of a result of both strategic and tactical requirements therefore both ranks highly. The perceived value of talent is high and the complexity associated with defining and acquiring the right person/people is low. Talent acquisition is relevant for the whole organization at every level and the ‘change management’ impact is low as its associated with new additions of one or more people and not the complexity of introducing a new system.
Using the latest Principle Based Maturity Frameworks from APMO, IPMO Advisory applies its methodology and AIPMO frameworks to assesses the maturity of single, multi-PMOs.
Maturity assessments of project, program and portfolio environments can also be done using approaches such as PMI®’s OPM3® or the UK governments P3M3 and then the PMO combined assessment of PMOs can be integrated into the other maturity models’ methods. A report will be produced with a maturity assessment including an action plan to address the shortfall and the steps required to move to the next maturity level.
Maturity benchmarking is driven from a strategic perspective to ensure that the strategy has a high probability of being successfully executed. It is very unlikely that maturity benchmarks are driving from a tactical need because the results would be predictable. The value of benchmarking an organization’s project, program, portfolio and PMO environment(s) is high because of the information it provides, the proactiveness of the organization to have their organization measured and the results themselves. To carry-out benchmarking requires a lot of preparation and considered to which maturity model or models will be used. This is why the complexity scale is high along with how the benchmark is carried out and the results interpreted. It is easy to get results from the benchmarking but it also easy to recommend actions on individual results which may be symptoms to a root cause and not the root cause itself. Also, a number of published maturity models are flawed therefore giving ambiguous results. Depending on the type of maturity assessment and the model(s) used will influence organizational relevance. It is unlikely that an organizational-wide maturity assessment will be done due to the complexity, cost and potential lack of appropriate maturity models that have this scope.
Governance impacts both the selection and evolution of your project and PMO methodologies which in turn impact project, program and portfolio success.
There are four types of governance paradigms which can impact your PMOs and projects in different ways, some positive and some more negative. Using the governance research and publications from Professor Ralf Müller and Professor Robert Joslin a governance assessment can be made to determine if the present governance paradigm is best suited to your environment. Your governance management plan will be reviewed to understand how you implement governance in PMOs and projects and your governance practices reviewed. Any shortfalls in document, content, and controls will be highlighted and an action plan put into place.
Governance assessments can be called as both a result of strategy execution as well as for tactical reasons. They are complex in nature because the understanding of what exists may not be documented and/or up to date and understood. Also, governance practices which are the implemented governance will likely be reflected in one or more systems.Once transparency exists, then an assessment can start. Governance assessments can be scoped in different ways, such as within an organizational unit, a process, a project or an application. It is likely the change impact will be substantial because of the change of systems, documentation and training required for larger scope assessments.
Using AIPMO’s Business Case maturity Assessment model organizes business case methodology, templates and practices can be an assessment with recommendations on how to improve the business case maturity level.
Business Case Maturity Assessments as with any maturity assessments are driven mostly from a strategic execution perspective. The objective is to ensure the way in which business cases are created, monitored, updated and then finally reviewed against outcome is both robust and efficient. It is also likely that problems are identified resulting from audits or reviews which could trigger a business case maturity assessment to understand how sever are the problems against an accepted benchmark. The value of business case maturity assessment is very high because of the importance of identifying flaws in the business case process. The complexity of the maturity assessment is greatly influenced if the business case process is embedded in more of more systems. The change impact is relatively low as the majority of organizations use documents (Excel and Word) to develop business cases, but for the organizations who have automated their business case development the change impact will be higher.
Using strategy frameworks that have been developed and integrated into the AIPMO organizational Design Framework, IPMO will support your organizational design initiative to ensure it is strategically aligned and robust. Using IPMO Advisory’s consulting framework a target operating model will be developed which can include the project, program, portfolio operating model as well as the PMO topologies and PMO services topology.
Figure x: PMO Advisory Consulting framework to design Target Operating Models
Organizational design and Implementation is more likely to be driven from a strategic initiative unless there are obvious operational issues, or PPP /PMO related issues. Smaller reorganizations are likely to happen within a team, project or department which will have a high change impact but within a localized environment.
The approach to training and timing of training is linked to organizational success. However, if done the wrong way it has little value, and the worse case will distract people from other important time-intensive activities. IPMO Advisory are experts in capability and capability building of which training is a part of the big picture. IPMO Advisory will use its training need determination methodology to identify immediate and long-term training requirements.
Training needs determination is more tactical in nature as issues arise or a new project or budget is available therefore a structured understanding is required of how best to invest in training that pays off. The value of training needs determination is high because of both the perceived value of carrying out this exercise and the actual value. The complexity of training needs is medium due to the need to assess the projects, programs, portfolio and PMO staff, the portfolio of projects and the competencies of the individuals, so training is carried out at the optimal time. Note: if a person is trained too early, he/she is likely to forget 70% of the information within a week. The scope of training is more likely to be divisional/departmental and the change impact is low as it impacts the individuals understanding and less so the processes or systems.
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