What is a PMO network?
One of the most effective ways to manage the people side of PMO is to develop, maintain, and manage a network of like-minded individuals from both your internal organization and outside.
PMOs are a communication bridge between strategy planning and execution. One of the Wellingtone PMO Principles is that ‘PMOs are Integrators.’
They bring together processes, practices, methods, knowledge, and people from all over the organization through community, learning, and continuous improvement activities. This article is focused on managing the people side of this principle: your PMO Networks.
Your PMO network will be made up of several sources:
| Network | Who are they? |
|---|---|
| Stakeholders | Anyone with an interest in the PMO, its outputs, or its ways of working |
| Customers – Delivery Teams | Anyone tasked with delivering (part of) project(s) and uses the services of the PMO to complete their role successfully |
| Customers – Sponsors | Anyone with a senior role who is sponsoring project(s) and requires support from PMO to make informed decisions |
| Team Members | Anyone with a role within the PMO or those with direct links to the PMO through their day-to-day role |
| External Influencers | Those external to the organization who are considered industry; leaders who may support the PMO on an ad-hoc basis such as mentoring |
| Industry Acquaintances | Those external to the organization that are connected to one (or more) of the team through social media or other collaboration channels |
How PMO Networks Evolve
Can your PMO handle the complexity that comes with more Stakeholders and Customers?
PMO Networks can be complicated and large or straightforward and small, but they all require a degree of management because as a network grows, so do the number of touchpoints within it.
As the short video below demonstrates, the more people we add to our network, the more complex it will be. This is precisely why we need to implement management strategies to ensure we keep a line of sight in the conversations.
Managing PMO Networks
During our APM Accredited PMO Practitioner training course, we discussed grouping our PMO Customers to make sense of the chaotic list of Stakeholders and Customers we often need to communicate with.
To manage our PMO Network, we can use concepts to bring some clarity as to why and how PMOs need to network together to come up with a workable set of groups:
- Delivery Teams & Managers
- Senior Leadership
- The Wider Business
- External Influencers
- Industry Acquaintances
The Importance of PMO Networks
By understanding what groups exist for your PMO Network, you can define what type of contact they need with you (the PMO) and each other.
Considerations for Tailoring PMO Communication
Once groups within your network are defined, consider how often you need to interact with them and what kind of interaction is needed:
Does your PMO strive to be part of external PMO communities through posting blogs and insights
What type of networking connection do you need this to be (Operational, Personal, or Strategic)?
Do your PMO network groups need to talk to each other to share knowledge and experience?
How much information does the wider business need from the PMO? Given the organizational culture, how is it best to offer this information?
Do you have influencers you want to keep in the loop of what your PMO is doing?
Do you have champions or critics that require an appropriate touchpoint?
Tools for Tailoring PMO Network Touchpoints
Considering the potential for complexity, it is essential to complete the following:
- Understand the vehicles you have at your disposal
- Limit the use of one vehicle to ensure that different methods are used for different parts of your network
- Schedule touchpoints when it is feasible to do so
- Understand the technology that is available to you
- Cross-pollinate your network to see real gains
- Continue to grow your network so it does not go stale
If you can take the time to understand your network, it can bring real benefits in many areas. In this world of connectivity, if your PMO has an extensive network, you should use it to get the best experience for the team and yourself—not just to get the highest number of connections on LinkedIn!
Elise Stevens from Fix My Project Chaos provides greater context the principle that PMOs are Integrators in a blog post she wrote for FuturePMO.
How to get your PMO Network Started
Colleagues are key
Firstly, and most importantly, your colleagues are a great place to start building your network.
These people are within your field and will likely know more people in the same arena. They may know of courses and events that you can attend. Reach out to your team and find out how they network.
In this era of freelancing and flexible working, your colleagues may not be your colleagues for as long as you think, and so, in turn, may become part of your more comprehensive network.
Two birds, one stone
Courses within your discipline are great ways to network and meet others with similar backgrounds while learning a new skill or becoming further qualified in your field.
Ensure you contact your fellow delegates after the course; get their contact details, add them on LinkedIn, and include them in your networking plan.
Leverage technology
Use technology to your advantage, especially given the current situation of working remotely. LinkedIn is the most apparent go-to platform for online networking.
Make sure that your profile is up-to-date and on-point. Find a handful of relevant people within your industry to contact and send them a private message. Join LinkedIn groups that are relevant to your discipline and participate in discussions.
Join the Wellingtone Community to see what it’s all about.
PMO networking events
There are many networking events, including those specifically for project management professionals and other, broader groups. You can find them through your current network and through LinkedIn. In addition, Wellingtone offers monthly community networking events to connect you with other like-minded professionals.
Use your PMO as a network
PMOs are usually the hub of an organization or a program. This means that to be successful, the PMO must be a central point of communication and well-known within the organization. It’s so important that the PMO creates solid working relationships, both within the Business and the wider Project Management community.
No matter the level or nature of the PMO, communication, and networking within the organization is essential to its success. From my experience, it can also be highly beneficial to all involved to foster relationships with the business and other PMOs, sharing knowledge and expertise and working together to streamline and enhance working methods, share best practices to save time, and create efficiencies.
PMO practitioners should be proactive and well-versed in networking, never burning bridges, and ensure a strong rapport between all stakeholders within their network and solid positive working relationships. PMOs should also use learning and professional development as opportunities to build, develop, and enhance the project management community, both internally and externally, within the organization.
PMOs must leverage technology (such as using Microsoft Project for the web) to enhance collaboration between work teams and create an internal network. The PMO can also improve collaboration by holding central internal events for Project Managers to share best practices.
PMO professionals can use the skills galvanized through networking to enhance a company’s internal ways of working and their professional network. Either way, network like a Pro or a PMO, and you’ll quickly start to find and own that room!
