Happy New Year to all -- I trust your holidays were delightful and you are ready to confidently face whatever 2009 brings us! In Chinese Zodiac terms, we are coming in to the Year of the Ox, a symbol of hard work and prosperity -- one tends to beget the other, heh? According to Wikipedia, those born under this sign are calm, dependable and modest. Is it an oxymoron that they tend to not yak much? I'm buffaloed by the very thought if it.
(I, on the other hand, am a Monkey. Go figure…)
After much anticipation and work, the 2008 PMO 2.0 Survey Report will be going out to participants before this week is over. For everyone else, we will be holding a Web cast to review the survey results on Thursday, January 15th. The registration link is now up, and those who sign up for this event will receive a copy of the full report following the Web cast. For those who cannot attend the Web cast, we will make the report available for download from our Web site resource center at some point.
Speaking of which, if you are reading this, you are either on email distribution, have your RSS feed set up, or successfully navigated our new Web site to find me! The good news is the new site is really slick and more user friendly with better layout and lots of cool hover points. However, that once-handy link to the blog no longer graces our home page in such an obvious manner. For those of you who haven’t visited it yet, by all means, drop by for a tour. Hover over the Planview Resources tab on the lower half of the home page until my mug shot magically appears and then click on my face; go ahead, I like it -- it tickles.
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OK, let’s talk about staffing the PMO. Over the holidays, I got to thinking about if I were asked to set up a PMO, what skills would I consider essential, and why. This was spurred by some interesting survey results regarding PMO staff size that we will discuss in the web cast, but suffice to say in the interim that the magic number is "more than 4." Understanding that you have to have a critical mass of staff to meet basic objectives, the question then becomes, "4 what?" How these skills are distributed among the undoubtedly talented, eager and multi-faceted personnel I would put in place is less important than making sure all these capabilities are present. Here goes, in no particular order:
The Analyst -- this is someone who can take work and resource data like a pit bull with a Raggedy Ann doll and shake it until the stuffing flies, and be so happy doing it that they drool. The analyst is adept at separating informational wheat from chaff, or finding signs of intelligent life within the white noise of deep space. The analyst lives for trend spotting, yet does not see ghosts among the shadows. The analyst is the PMO canary in the coal mine; a veritable organizational NORAD.
The Marketer -- a huge trick for the PMO is to effectively influence without authority; this requires the ability to sell concepts, information and processes to a wary and fickle buyer. The marketer can put together a campaign around an improvement initiative so slick and inviting that they could sell ShamWows to Bedouins. Do not underrate this skill -- at our user groups, the biggest crowds are in sessions where customers relate how they sell their programs to the organization with inventive and catchy approaches.
The Accountant -- follow the money; every PMO needs someone who can deftly turn labor, time and other elements into dollars and sense. Everyone wants to know, "What does it really cost?" The accountant is as comfortable with a business plan as a ledger, and knows his way around a schedule and charge back program for services equally well.
The Report Guru -- data cannot hide from the prying queries of the guru. Regardless of the system, disparate information can be swiftly and accurately plucked from tables and presented so that it is readily digestible by executives, or meaty enough to fill the hungry working manager. Far from simply being a DB geek, the report guru inherently understands the business and what end users are going to need -- before they even know they need it. This person is either the alter ego of analyst or they eat lunch together. T5H, are you out there…
The Teacher -- a big part of the PMO is to educate, which is not an trivial task left to rank amateurs when it comes to dealing with reluctant (and often ADD) adult learners. Able to leap tall curriculums with a single bound, the teacher is competent and confident on a variety of subjects. Whether in a formal class or one-on-one mentoring session, the teacher is able to grab and hold your attention with a silky smooth demeanor and a mean half-nelson.
The Predator -- like a high flying drone and armed to the teeth, the predator quietly glides above the portfolio, scanning the landscape for evidence of issues and problems. The predator has years of experience as a salty project manager, so his (her) infra-red eye and all-weather BS detector cannot be fooled by misdirection or the cheap camouflage that is so often draped over an initiative in trouble. Chances are the predator knows a project is under duress even before the project manager does. Like a laser-guided missile, remedial action is decisive and surgical, all in the interest of keeping the peace. The predator relies upon the intelligence gathered by the guru, accountant and analyst.
The Evangelist -- drop to your knees, lift your hands, and accept the truth! The evangelist has inspired visions and is able to relate them to the masses. A persuasive orator, the evangelist can illuminate the transgressions of an organization like a flash of lightening, all the while making a compelling case for redemption to executives as well as general staff. It's not just hype either; the evangelist is likely a reformed sinner and can quote most common methodologies and standards chapter and verse. The evangelist has a proven track record of both conversion and building a tight knit, cult-like community of followers, with the help of the marketer and the teacher.
The Builder -- enthusiasm and information has to be backed up with workable solutions; the builder is the mechanic of the PMO, able to disassemble and rebuild processes, configure supporting applications and generally make sure things work. The builder can troubleshoot workflows, write documentation, develop templates and generally lube up the organizational chassis wherever it is binding.
The Judge -- when fiefdoms fracture, silos split or factions are frustrated, the judge brings order and calm by applying wisdom and offering sensible alternatives to the sticky issues of the day and getting everyone back on the same track. The judge speaks softly but a Louisville Slugger leans against the bench. In chambers, he or she is respected as an advisor and mentor.
The General -- for such a rich set of capabilities to be orchestrated to play in sweet harmony, someone has to write the score. The general clearly understands the objective and is able to plot strategy, while keeping the politicians informed and away from danger. As the fearless leader, this person also knows the importance of building strong allies across the organization. Not one to hunker in the bunker, the general is always near the front lines directing the battle but stays out of the trenches.
OK, there you have the ten qualities I feel are necessary for PMO success as my dream team of essential staffing. Any skills that you want to add? Offer up your own cast of characters via the comment link.
