Starting the reorganisation of PMO

Executing the Reorganisation of Your PMO

As a project management office (PMO), you’ll already be adept at implementing change. Rather than talking about how to run the restructuring project, we’re going to explore tips for executing the reorganisation of your PMO.

The actual process of rolling out you’re freshly planned restructure should be simple enough. It’s also a crucial juncture for your PMO, especially if your plans fundamentally change how you run projects, e.g. a change from Kanban to Scrum. It’ll be the first test if your new project style actually works.

To make sure you keep on track as you execute your PMO reorganisation, we’re going to look at:

  • How your rollout will affect the long-term effectiveness of your PMO
  • Key elements of the project rollout you need to bear in mind
  • Keeping your team and project managers on board during the process
  • What you need to do to ensure a successful rollout

How should I run the reorganisation of my PMO?

Your office runs projects to bring about change every day. What makes the project to reorganise your PMO different is that it’s a flagship project.

Especially if you’re implementing the changes because you’re taking over a PMO or merging two offices, you need to really show what your new PMO can do. The board is going to be watching to see how effective your changes can be and your team will want to see how their future looks.

If the restructure changes the focus of your PMO towards the business side of projects, or from oversight to support, be sure you’re ready to fulfil that role during the transition.

Where should my focus be during PMO restructuring?

You’ll have spent a lot of time on organisational charts, rewriting job descriptions, and understanding the theories underpinning your shiny new PMO. Don’t forget the nuts and bolts of the restructure.

Make sure the project covers the basics that affect everyone, such as:

  • Getting email addresses and system logins ready
  • Having the right stationery printed and available
  • Ensuring there are enough desks and chairs for new team members
  • Implement an effective communication plan

Doing the basics that please your team will reap rewards in the future.

You also need to keep an eye on the project budget. Showing that you can run a project to change your office and do it within your projections will bode well for the future.

What can I do to bring my team along during the reorganisation?

The people in your PMO and your project managers are likely involved in bringing about the change you’ve planned. This means that they’ll be in the loop more than during a reorganisation of other departments, but that doesn’t mean you don’t have to engage them.

It’s vital to communicate with your stakeholders during your PMO transformation. Running surveys and catch-ups during the transition will be important to understand if your team are happy with the scope and pace of change.

You also need to be checking that the changes are working. If you’re reorganising due to a change in your team members, make sure you monitor KPIs and that decision-making processes are as effective as planned, for example.

How can I ensure the reorganisation of my PMO is a success?

Be adaptable. The project to bring about the change in your office is possibly one of the most important that you’ll run or support. You’re demonstrating your competence to your team, the business, and the C-suite.

Through your planning, you may have what feels like a perfect structure, yet when you start to bring it in, your team doesn’t fit with it. It’s ok to adapt your project rather than trying to force it to work.

It’s likely you’re going to be working with a lot of new people when you restructure your PMO, the first project you work isn’t the time to disgruntle them.

The take home

Executing the reorganisation of your PMO is a fresh challenge. It may be the first time you run a project that directly affects the people around you.

Be sure to understand the significance of the change and give it the attention it deserves. Listen to your stakeholders; they’ll still be in the business and need to be worked with after your transformation.

Get the details right on this one and you’ll bring your team along with your for the long-term.