In their attempts to reduce uncertainty, and reestablish control amid this new complex environments, companies tend to introduce new reports, new rules and new processes. Such reactions, however, simply translate external complexity into internal “complicatedness” and their business architecture starts to resemble a Rubik’s puzzle. The impact on project environments is no better. With new strategic challenges in prospect, more complex projects are initiated. Amidst of these changes, a PMO is trying to create oversight, but often fails to do so and instead contributes to the complicatedness. Read our white paper to discover how other (project) organizations experience this complexity.
Is your company clearly struggling with general internal complexity?
It is not difficult to recognize the signals.
- Decisions on portfolio level are being based on complex frameworks and extensive reports. Most of the time those reports also require a lot of data & effort to build.
- In an attempt to seek for more simplicity, tackle the increasing overhead and reinvent the project organization, companies introduce new PM methodologies. These methodologies should allow for more flexibility and agility. LEAN project management, LeSS, SAFe or other agile methodologies teach us a great lesson on focusing on the essential and cutting all other waste. They allow us to loosen our grip on stability and accelerate our businesses towards customer satisfaction: delivering our products and services fast and fit for purpose. However, improvident application of new PM methodologies can have the opposite effect, leading to even more chaos.
In short, if a PMO wants to create value for its company they need to be able to identify simplification opportunities. In other words, a PMO needs to become a ‘Department of Simplicity’.
A PMO needs to become a Department of Simplicity.
Here is how.
Threon has broad experience with setting up PMO’s and increasing their project maturity. During 18 years of working with our customers, we distinguished 3 main pillars that are essential for our customers’ successes:
- Optimize transparency within reporting
- Increase agility within each project and program approach
- Create fit for purpose decision making within portfolio management
When these 3 focal points are assumed, business change sequentially results out of it. In order to reach them, the application of simplifying actions is needed. These simplifying measures will help your PMO to be transformed into a Department of simplicity, increasing its added value for the company and reducing the enduring complexity surrounding it.
A department of simplicity can be created in companies already having a PMO, whereby gradually simplifying measures can be introduced. Of course, when no PMO is operational, the constitution can be immediately designed in the spirit of agility, transparency and fit for purpose. In both ways, organizations should constantly be reminded of how they can simplify a context that is perceived self-evident but has become a source of increasing complicatedness. It will ease the ability to change their businesses towards more customer satisfaction. Which remains Threon’s main goal: helping organizations to operate in a more simplified way, so both their customer satisfaction and operational excellence increases.
Are you interested in how you can cultivate simplicity in your project organization? Then surely contact Gonda Storms, one of the Simplicity Advocates at Threon.