The project portfolio to help employees and the organization grow

“My company is not mature enough in project management to move towards project portfolio management.”

This is the phrase we hear most often during AirSaaS demonstrations.

As a reminder, AirSaaS falls into the category of PPM (Portfolio Project Management) but we prefer to define ourselves as a project governance tool. -> cf. our main guide:”Portfolio project management: the top 10 best practices“.

In this article we offer you Go back to the arguments the most common in favor of an immobility on governance processes and to confront them with the arguments of a publisher committed to the implementation of a modern governance tool!
You are going Hear the prosecutor and the lawyer! It's up to you to make your own judgment at the end. ^^

We will also share feedback on the implementation of the PMO - Project Office function in a structure with low project maturity.

Happy reading.

Five levels of maturity in project management for a company:

1. Initial level : At this level, the company has not no formalized project management processes yet. Projects are managed on an ad hoc basis, with no established goals, standards, or procedures.
2. Base Level : At this level, the company has established basic project management processes, but they are not not yet uniformly applied throughout the company. Project management is still considered to be a side hustle.
3. Intermediate level : At this level, the company has solid project management processes that are consistently applied throughout the company. Project management is considered to be a key activity and is integrated into the global strategy of the company.
4. Advanced Level : At this level, the company has established a culture of project management strong, and project management is considered to be a key skill for employees. The company uses advanced project management methods and the role of PMO is considered to be strategic. She is in a position to manage complex and large-scale projects.
5. Peak Level (aka Ninja!) : At this level, the company has achieved excellence in project management and uses cutting-edge methods and tools. Project management is integrated into all business processes, and it is considered to be a competitive advantage.

Of course, when we talk about culture We are in full subjectivity. It's important to note that every business has its own pace and trajectory of development when it comes to project management, and it can take time to reach each maturity level.

The arguments against a project portfolio approach in an organization that is not “mature” enough in project management

Here is a selection of the 7 arguments that could be put forward against the transition to portfolio project management (PPM) in a company that is not mature enough in project management:

1. High costs : Switching to PPM can involve high costs, especially in terms of training teams, acquiring new tools and setting up more complex processes.
2. Resistance to change : Teams may be resistant to change and struggle to adapt to a new approach to project management.
3. Increased complexity : PPM can be perceived as too complex and difficult to implement, especially if the company does not yet have a solid project management culture.
4. Set-up time : The implementation of the PPM can take time, which could delay ongoing projects.
5. Adaptability : PPM may not be suitable for all types of projects and some businesses may need a more flexible approach.
6. Loss of control : Teams might feel like they're losing control over their projects because management is centralized at a higher level.
7. Need for organizational changes : PPM may require significant organizational changes to be effective, which can be difficult to implement in a company that is not mature enough in project management.

It is important to consider these counterarguments before deciding to move on to the project portfolio. Some of these may be more relevant to your business than others.

The arguments for a project portfolio approach in an organization that is not “mature” enough in project management.

1. High costs : Yes, if we compare a governance alignment tool to collaborative software... that's for sure. Except that in this case We touch the OS of your box ! And while implementing PPM may involve initial costs, the long-term benefits can more than justify these investments, especially in terms of improving performance, reducing costs, retaining talent, and more.Strategic alignment !
2. Resistance to change : above all, Don't talk about change ! It's true that change can be difficult for some teams to accept, but clear communication and adequate training can help reduce resistance and make it easier to adapt to the new governance approach. To change is to exist tomorrow! Ask Kodak and BlackBerry! (On this point, we recommend that you click on the Knoster matrix for a successful change. cf the Transfo Pro Blog - article Project Management what changed in 2023).
3. Increased complexity : Although PPM may seem complex at first glance, On the contrary Gaining height is a 100% natural process. What is complex is managing projects in a micro way! And, once the set up and the first three weeks are over, when the tool, processes and roles are in place, project management can also be simplified, become more efficient and be less prone to errors and delays.
   
4. Set-up time : While implementing PPM can take time (1 to 2 months on average), it can help establish a solid foundation for more effective and efficient project management in the long term. To see more clearly the entire process and to automate reporting to the governing bodies, will ultimately allow depollute your project managers with some toxic construction sites and their Free up time of bandwidth.
   
5. Adaptability : Although PPM may not be adapted to all types of projects, it can be flexible to adapt to different situations and contexts. We repeat, it is not not reserved for start-ups, ETIs and large groups, as long as you are in a market and you Do transversal projects, you are concerned ! Whatever your sectors, everyone is concerned!
6. Loss of control : now, we are touching a sensitive point! Yes, by cracking horizontal and vertical silos, some project managers “Barons” are going to lose some of their power for the benefit of a Activity better shared with stakeholders, business experts, key users, general managers and sponsors. And while project management is centralized at a higher level, it will help ensure better visibility, resource allocation, and project coordination, which can ultimately improve project control and governance.
7. Need for organizational changes:While PPM may require significant organizational changes, it can help align project management with overall business strategy and improve communication and decision-making at all levels. Adopting a project portfolio approach and using one of the companion software is a gamble. The challenge of making employees and the organization grow.
   

Feedback on the implementation of the PMO function - Project Office in a structure with low project maturity

Setting up a PMO function and a portfolio project management: where do you start? How do you go from the “basic level” to the “intermediate level” of maturity?

Constance VIVIER, PMO, and member of the Transfo Pro community, shares here a brief feedback on the experience, more than a year later, of setting up a project office.

1. Adopting a common language

First of all, you will need Place the base : create or formalize a project language common to the entire company, whether it is the name and objective of project deliverables, project phases and governance bodies... It will be a good idea if you co-build this project life cycle with a few experienced people. To then share it with the entire project community, the establishment of participatory workshops (on the model of the Climate Fresco where participants re-built the project cycle and its deliverables, guided by the PMO) won over more than one for its fun side and which “de-complexifies” the subject. These “Frescoes” are also a way of answering the questions of project managers and of beginning to instill a new way of looking at things, by introducing PPM management and the necessary prioritization of projects.

2. Establishing rituals

The role of the PMO must be established gradually and it can be embodied in particular by the establishment of rituals, whether they are COPILs and/or bilateral points with project managers. It is important to establish a frequency adjusted to needs, but monitored: this gives the “tempo” to the project community... which can also be restricted at first, then gradually expanded in line with the company's project maturity. All these rituals must be accompanied by the same objective: to provide value, otherwise the Project Manager will come backwards and see it as a simple waste of time.

3. Formalize processes

Once this foundation was established, I relied on the company's process management approach. I formalized and shared the project portfolio management process, in order to make stakeholders aware of the why, how, and the RACI of the implementation of project portfolio management, the various categories of projects defined and their impacts (in particular in terms of reporting and governance).

After the process, we continue with the drafting and sharing of procedures, which serve to shed light on bottlenecks for the entire project community. The role of the PMO is perfectly highlighted when ways of working are clarified and problems are resolved!

4. Standardize project methods

Based on “the PMO proposes, the project managers have” (to begin with), the PMO provides the community with project deliverable models, both to save time for project managers, and to increase the competence of the entire group, and to harmonize practices. On this point, deliverable models, do not hesitate to test & learn, and to co-build with project managers that you already know are well equipped in one or other of the areas of project management. Likewise, to standardize project methods and the PPM process, Equip yourself.

Like a tea bag in hot water, you Gradually infuse the project culture into the company, from project management to PPM, to operational excellence. Next step? Let it brew, add a little bit of milk and stir to reach the advanced level...

The verdict: don't wait for your company to be “mature” in project management to launch a portfolio management process, otherwise it will never be!

Yes, in terms of transformations and managerial innovation, the structure acts on culture... and vice versa.

In summary, governance and delivery processes are different AND complementary. Your transformation deserves an effective approach!

Of course, if nothing is “black or white” when it comes to advice and human relationships. However, there are some fundamentals! Performance, market share gain, cooperation and decision-making, investment and project portfolio processes do not are not reserved for ETIs !

Investing in order to implement a project office/with typical governance solutions such as PPM - PMO as a service is an effort that will allow structure and amplify an approach already in place naturally. Your teams will be able to see things clearly at a glance, free up valuable time on their workload plan to focus on what matters: relationships and good transversal cooperation! Make your choices ^^

And to explore this key point, go to the article”Lean Portfolio Management to continuously align general management, IT and business lines”.

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