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In this session, Eileen and Carol talk about the professional development available for all levels of PMO practitioners. They’ll be focusing on the four levels of qualifications from the House of PMO, PMO career paths, their own insights in how to develop yourself and your PMO team.
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The PMO needs people to make decisions and take action pretty much everyday. We provide reports, we have conversations, we try and influence yet still we struggle sometimes to make a message really land and even more so when it comes to people making critical decisions.
You will have heard of storytelling in a business context - most likely you've heard it called data storytelling - it's the same thing. You can use storytelling structures, techniques and a whole myriad of plot devices and character details within your day-to-day work.
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Whilst doing research for this and other blogs I came across a book by Shelle Rose Charvet
, entitled “Words that Change Minds”. It is a very comprehensive book on the subject of language and provides further food for thought on how we listen with our brains.
Set out below is an extract of a few of the items I think are most relevant to a PMO setting. But I would encourage you to get the book and review it in full to gain the greatest benefit.
By way of introduction, the book is all about “LAB Profiles” – related to language and behaviour. And to do it justice the following is a direct quote from the book.
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In this article we take a look at 'listening with our brains', something that really taps into that great PMO practitioner skills of active listening - plus we all love a framework and in this article there are two to take a look at.
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“ . . . being present with those around you and actively listening is a very selfless act”.
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A large part of the role of the PMO is supporting communications and the exchange of information that regularly happens in projects, programmes and portfolios.
One of the most common supporting roles is the one the PMO provides in meetings and regardless of what level of PMO professional you are or what context you work in, you will be required to take effective notes.
Yet many of us working in PMOs are probably expected to just get on with it and receive minimal training or guidance.
In this extended article, we take you through to process and provide guidance and practical tips on becoming an ace note taker.
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If there is one thing we can expect from working in project management it's conflict.
Due to the nature of projects - working to provide a solution to something we've probably never done before will mean there are problems to solve; people to bring onside; teams to work together and any number of expectations to be met. Believe it or not, some conflict is good and helps us uncover answers to problems that enable the project to move on and be delivered successfully.
Over the next few weeks, we are going to cover several different frameworks, approaches and techniques that the modern project practitioner can utilise in their day-to-day work that make a difference to people and their performance levels.
We also share ten different things your PMO can be thinking about to make a real difference to the performance of your PMO. We're going to look at the following areas:
servant leadership;
facilitation,
coaching and;
conflict management.
In this second article of our PMOs Supporting Modern Project Management series, we take a look at conflict management.
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