Organizational
Change MANAGEMENT

Managed the organizational change
​for the building and running of a new PMO

Our Client

Client’s previous attempts to develop an IT PMO had not suceeded

• Methodology, tools/template and processes were overly complicated​
  
• Few Project Managers utilized Framework resulting in disparate project and portfolio management practices​
  
• Little to no visibility into projects progress and risks

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Our Engagement

• During the PMO “Build”  the stakeholders and Project Managers were identified and communication strategies developed and implemented​
  
• “Case for Change” documents and slides were created to assist PMO champions with “evangelizing” the new PMO​
  
• Project Managers who contributed to the development of the new methodology, tools/templates and reports were engaged to pilot the new Governance & project management processes​
  
• Feedback from stakeholders and Project Managers was incorporated in the final PMO design​
  
• Training was developed and delivered to users​

Our Results

• By proactively managing the change associated with building and running a new PMO, stakeholders, PMs and users were informed and engaged throughout the project ​
• All stakeholders understood the new PMO processes and were able to "evangelize" them ​
• Including stakeholders in the process and establishing pilot efforts demystified the transformative changes and significantly improved adoption