Keeping change programmes on target with PMO

Change programmes often suffer from unclear decisions, no decisions, or even worse – changing decisions. But according to Project One expert Ed Davies, thorough project management office planning can be a crucial ally to effective decision making during a transformation.

Programme Management Office (PMO) encompasses a range of key responsibilities in a business. These include project governance, defining and implementing project management standards, policies and procedures; stakeholder management, ensuring that there is excellent communication and collaboration across the project, stakeholders and wider impacted community; and risk and issue management, helping to identify, analyse and mitigate risks associated with the project, and to devise risk management strategies and plans.

During any change many hundreds of decisions will be taken – from small, operational, day to day decisions, to major shifts in the direction that can impact the future success of a business. But if key decisions aren’t taken by individuals with the appropriate authority, understanding and consideration in a timely manner, change can be delayed or led off course, with potentially disastrous consequences.

Similarly, Ed Davies notes, if the same decisions are “repeatedly revisited, re-debated and direction changed” then a company’s team can be left chasing a moving target, while “time and financial investment ebb away”. To that end, great PMO can support firms in getting the right decisions made quickly, and recorded properly so that changes stay on track, and teams are able to move at pace. At the same time, communication plays a key role in this.

The Project One specialist explains, “Experience shows us that often, when asking for a decision delivery teams can be; overly complex, unclear and cryptic in their request. Often hoping that the decision makers would just ‘get it’ or assuming the decision maker already knows everything the team does, or even worse – not considering their decision request at all. Whenever requesting a decision, we know it’s much more effective, and easier for the decision makers if the ask is circulated well ahead of any meetings – this gives time for the decision to be considered, clarification sought, and updates given ahead of seeking the formal Decision.”

According to Davies, creating a clear decision paper will allow stakeholders to understand what they’re being asked, why and the consequences of the decision. Setting out a useful structure to decision papers, Davies recommends first outlining the situation from a frontline perspective, for the sake of senior decision makers who are often several steps removed. By clearly articulating the context surrounding the decision “it is more understandable for stakeholders”.

Then, firms need to note what complications lie ahead. If there is “some kind of issue which requires the decision to be taken”, articulating clearly and succinctly why a decision is needed and the impact of not getting a decision “makes it clear what is being asked for.”

“Then come to a recommendation,” Davies continues. “What’s the answer being sought? Having considered all relevant options, what is the balanced opinion of the team? By being crystal clear and specific with the recommendation, it’s more likely that the decision maker will be able to understand what the right course of action is and why. Then lastly weigh up what the other options are that have been considered, and why are they being discounted. The decision maker will probably think of a range of these themselves, so by showing why they’re not the best will help their thought process.”

When asking for a decision firms obviously must also ensure the relevant stakeholders have been consulted. PMO can help a firm walk these decisions round to your key stakeholders, engaging them to confirm they understand the decision, it’s implications and allow them to clarify any areas of uncertainty which may prevent a clear decision.

Before reaching this stage, however, PMO management can support a firm in identifying the right governance levels to make the decision in question. When tracking a decision, PMO will record in the decision log – which Davies lists across eight different fronts.

• Unique Identifiers – Confusion between decisions across your change will create ambiguity and slow progress. A simple, clear ID system will help you be specific when discussing or following up on decisions.

• What was requested? – In a short summary it should be clear why a decision was needed, and what the recommendation was. This way, when the decision log is reviewed it will be clear which decisions are outstanding.

• Where are supporting papers stored? – The Decision Log will only show a summary of Decision information. Linking to the Decision papers (and where used, associated meeting papers) will provide full detail and context to the Decision, and why the recommendation made at the time was the right one.

• When was the Decision requested and needed by? – Often Decisions are time-sensitive. Planning ahead and giving Decision makers time to understand and ask questions of the Decision will improve chances of a successful outcome. Effective Plan Management with your PMO will help here.

• Who is empowered to make the Decision? – Being clear on the authority to make the Decision (and who needs to be consulted) will give weight to the Decision once taken.

• When was the Decision made? – Recording when the Decision was taken will help you understand the lead time for future Decision making.

• What was the Decision? – The Decision may not be a simple yes/no. Being clear with the specifics of the Decision taken are needed. Further clarification may be needed, or the Decision presented to a different body to get buy in. This should be clearly captured.

• Where is evidence of the Decision stored? – Often your Decision will be taken to a formal Governance meeting. Keeping documented records of the meeting, who was in attendance and the outcome of the discussion is important from a change audit view point. Being able to demonstrate key Decisions have received appropriate scrutiny and were made with the right consideration by the appropriate authorities is critical.

Davies concludes, “Once your Decision is made, PMO can help you get the message out and keep the delivery team and other stakeholders aligned, plans adjusted, and risks reviewed along with any other changes to the delivery the decision may precipitate.”