Managing Change: 3 Reasons Why PMO Procedures aren’t adopted - Harper Hallett Consulting

As a PMO Manager, have you ever struggled to get your Project Managers and Project Teams to change and adopt new ways of working?

It’s a common thing, that the PMO designs a new methodology and then Project Managers are reluctant to adopt them.

Whether, it's a new tool, new reports or new procedures, the problem is the same, how we ensure that Project Managers and their teams adopt the new ways of working?

This has puzzled for may years and I have now turned to my experience in Neuro Linguistic Programming (NLP) and personal coaching.

Here are 3 change adopting killing mistakes that most PMO’s make (in my experience).

Mistake #1: It’s too complicated

time for change

Why is this a mistake?

It’s a tough job delivering change and projects. I know this because I’ve been doing it for over 25 years.

One of the biggest mistakes that PMO’s make is making the ways of working too complicated. Often that’s because the PMO Manager and their team have never delivered a project and come from a theoretical and academic viewpoint.

What to do instead?

I know it’s stating the obvious, however a timely reminder of the K.I.S.S Principle is needed. Keep It Simple Son. One of the best ways to keep things simple is to trust your instinct about the ways of working and avoid over analysis, which generally leads to procrastination and complexity.

The second tip is to ensure that the PMO manager and their team have practical delivery experience, so that they can walk i the shoes of the Project Manager.

Mistake #2: What’s in it for me?

question

Why is this a mistake?     

When Project Managers are expected to adopt new ways of working, they want one of four questions answered:

  1. Why are we making this change?

    This group are the most important top keep on side; lose them at the start and they’re gone forever
  2. What is the detail?

    These are the analytical engineer types who want the details first before considering whether the change will work or not.
  3. How will it work in the future?

    This group are the group who look at how things are going to work in the future are best taught through practical exercises.
  4. What if….

    This group consider the option of what of we change and what if we don’t?

What to do instead?

When implementing any change always answer the Why questions first.

Ensure that the reasons for change are clearly defined and communicated.

If you can keep the ‘Why’s’ on-side, then you’ll have a much easier journey

Mistake #3: Change at The Wrong Level

1.	Why are we making this change? This group are the most important top keep on side; lose then at the start and they’re gone forever 2.	What is the detail? These re the analytical engineer types who want the details first before considering whether the change will work or not. 3.	How will it work in the future? This group are the group who look at how things are going to work in the future are best taught through practical exercises. 4.	What if…. This group consider the option of what of we change and what if we don’t

Why is this a mistake?     

Implementing change at the wrong level can be done, however the results will be limited and can lead to alienation of the Project Managers and their teams.

What to do instead.

Without going into a Personal Breakthrough session, there are 3 levels that change can be made at and most PMO’s implement change levels two and three.

logical levels of chnage
  1. Level 3: Results

    Level 3 is where change is implemented at a result level. An example of this is where an instruction is issued that all project must be closed by a certain date or that a project must be delivered on a specific date.
  2. Level 2: Behaviour

    Implementing change at a behaviour level is the second most ineffective way.  An example of behaviour level change is where the Project Manager’s and their teams aren’t trained in the new process, tools or reports with considering Level 1.
  3. Level 1: Beliefs & Mindset

    This is the most powerful and effective eve of implementing change. In helping the Project Managers to overcome their limiting beliefs and working at a mindset level you will be sure to eliminate any resistance to change.
attention

Warning

Change is mindset or beliefs should only be undertaken by a qualified Practitioner as this can often result in personality change.

Your Next Success Steps

Success steps

Though my and qualification as a Master Practitioner in Neuro Linguistic Programming (NLP) and Time Line Therapy™ I have been able to help many people overcome some major hurdles in their lives.

To explore how you can do the same, eliminate the obstacles that stop you delivering your project on time of implementing changes in working practices, book a discovery call with this link

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