Enabler of Change

The PMO Manifesto includes the line - Enabling Change over Restraining Delivery At the PMO Flashmob back in June, the World Cafe event gave us the opportunity to understand more about what this actually means. The idea behind this part of the manifesto is as a PMO function we prefer to be seen as an entity that enables our project organisations to run better and more successful projects without being seen as a hindrance or 'project police'. It is about being able to find the balance between  'control' (the restraining part) and the 'free rein' (the enabling part) first and then thinking about a future state where 'restraint' becomes a word of the past. In this article there are no conclusions, just thoughts and opinions conveyed by those who attended. I hope the overview is useful. Here's how the conversation unfolded:

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At this PMO Flashmob event we had a Learn and Live session - a PMO Cafe! World Cafe's are a way of getting a bunch of people to focus on a particular topic and to talk through what their views and opinions are. One of the menu items was, 'What makes a PMO an Enabler of Change?'. This question stemmed from the PMO Manifesto which aims to show the PMO as a progressive, proactive function within project management within an organisation. The PMO will uncover better ways of improving, governing, controlling, and assuring change within an organization, leading by example and helping others to accomplish it. We wanted to explore the question and see what kind of ideas the group came up with. Incidentally, many of the people who come to the PMO Flashmob are from a wide variety of backgrounds which always makes for an interesting conversation. What makes a PMO an Enabler of Change?

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