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Creating the project office 29

Creating the project office 29. This is a book about improving organizational performance by implementing a project office system that develops project management as a core competency and thus adds value to the organization. A project office consists of a team dedicated to improving the practice of project management in the organization. The improvement in organizational performance is achieved by obtaining more value from projects, making project management a standard management practice, and then moving the organization toward the enterprise project management concept | 258 Creating the Project Office Steps to a Project-Friendly Culture To sustain the change necessary to fundamentally improve project management as a core business process the project management office PMO can engage in the steps outlined in this section. In some cases the PMO may be able to take the steps directly and in other cases it may simply become the catalyst to influence other forces in the organization to engage. The steps are based on nine success factors defined in PEAT which in turn are based on the research and writing of Graham and Englund 1997 and Cohen and Graham 2001 . For each success factor we list actions and describe what success looks like to sustain the change. These are grouped by L2M2 categories. In addition for each success factor there is a discussion of the cultural implications of organizational change. We point out existing cultural values that may enable the change to a project-friendly culture and those existing cultural traits that may inhibit such a change. Strategic Emphasis Strategic emphasis the first success factor from PEAT is an indicator of how well the company aligns projects with its business strategy. To do this there should be a sound project selection process in place supported by the upper management team. Business strategy should be developed well articulated and understood by the project manager and team members. There are a number of enablers associated with each of the four categories of L2M2 to promote the needed change in this area and consolidate it into the organizational culture. In the Leadership area the PMO can emphasize the following enablers. Communicating strategy to project managers and team members and framing the strategy so project trade-offs are clearly connected to strategy implementation will begin to equip people to incorporate strategy in their decision making and project implementation. Developing a policy and process for incorporating strategic priorities in the project selection process will