Within the PMO Competency Framework, communities of practice (CoP) are mentioned in two different competency areas.
The first one is knowledge management and the second is capability development. Communities of practice are created within organisations today to help share knowledge between people within the organisation and to also help them develop, using communities of practice as a form of social learning and social interaction. Find out more about them in this article.
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One of the P3M Enabling competences with the House of PMO Competency Framework is Capability Development.
The definition of the competence is to “assess and support the continuous development of individual competence and collective professionalism to successfully deliver the current and anticipated portfolio of change”. This competence is required for the development of competence frameworks and role profiles for all those involved in the delivery of the portfolio – including Sponsors, Portfolio, Programme and Project Managers and PMO staff.
On our inaugural PMO panel discussion, there were three individuals with a wealth of experience in developing role profiles, bespoke competence frameworks, developing career paths, undertaking competence assessment and planning development activities, to share their experiences and provide practical hints and tips.
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Big title! This is the session we gave at Project Challenge the other week. Unless you've been on the moon, you can't have helped but notice we launched our latest Inside PMO Report at the show.
It's Beyond Timesheets: The Challenges and Realities of Resource Management - we recommend you download it and either listen to the session before or after.
We also covered some of the resource management challenges from the visitors to the show, that article went out last week.
We mention in the video about wanting to take this report further so if you're interested in getting involved in some way, drop us a line through the form below.
The session is 26 minutes long - enjoy :)
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Last week we were over at Project Challenge - right now in fact, Wednesday morning - probably meeting you if you came along to the first day. Loads of you did come over the two days - some of you reading this are probably brand spanking new to PMO Flashmob so hello!
As is the tradition with the PMO Flashmob stand, we always like to ask you a question or two as well.
This time we asked "What is the top current challenge you have in resource management right now?"
Of course we were asking because of the new Report we've released - it's here - and it's about resource management.
So what was on the board
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‘Beyond Timesheets: The Challenges and Realities of Resource Management'
The PMO Manager’s Lunch was held to explore three distinct areas that currently present a challenge:
1.Capacity Planning – cross organisation and cross divisional/department in terms of ‘do we have enough people to do the work’
2. Allocation – down to a project level where we start to have named resources and all the fun and games of potential timesheeting issues that we do or don’t have.
3. Skills and capabilities of the delivery teams and what the PMO can do in this area for example with competency models.
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The PMO Mini-Masterclass on Resource Management and the PMO was all about taking the time to start the conversations and learning specifically around the challenges PMO face in their role in resource management.
The full presentation
The presentation was carried out by Paul Major of Program Framework
The aim of the session was to start those discussions on what challenges does the PMO actually face in resource management; what are some of the aspirations for the PMO and its role in resource management and an overview of what those roles are.
The session also includes a quick demo of a new tool called Tempus Resource - it's been getting rave reviews from others working in the PMO (if you want to see that take a look here)
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Resource Management is consistently flagged as one of the most pressing problems facing the PMO today. But what are the real issues? Availability, prioritisation, assignment, utilisation, capacity planning – and which of these are actually the responsibility of the PMO?
In this session we will look at the resource management challenges the project organisation faces, but zero in on where the PMO can really add value to the business, not just administrate, and hence raise the value of the PMO itself.
As well as identifying the essential resource management capabilities needed we will also look at some of the “magic dust” a PMO can add to really drive value and recognition, together with some ideas on how these capabilities can be facilitated by process and technology.
Takeaways:
Identify the areas in resource management where a PMO should focus
Describe core resource management capabilities that should be in place
Demonstrate areas where the PMO can really differentiate their services
The Video
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Last Thursday was the second PMO Flashmob in Birmingham. We met on a wetter than expected night in Le Truc in the Arcadian and took over a corner of the bar to discuss PMO roles and job titles. I’d gone prepared with several sets of laminated cards to play ‘agree the hierarchy’ and ‘what role does what activity?’ to get the conversations started. But, as often happens in the Flashmob, the conversations were off and running and kept going throughout the night without the need for any prompts from me! Here are a few of the discussions:
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