NOT EVEN THE MOST BRILLIANT INITIATIVE WILL PROVIDE GOOD RESULTS WITHOUT AN APPROPRIATE ECOSYSTEM.
What is this component about?
To count on all the structures, incentives, supports and stakeholders needed for a correct implementation of organizational management of programs and projects.
To properly manage relationships of the model in order to generate necessary synergies and the alignment needed, so that each component is developed to its maximum potential.
WHAT SHOULD WE AT LEAST CONSIDER?
- Stakeholders Management.
- Performance measurement models.
- Incentives models.
- PMOs design.
- COEs design.
- Design of Ad-hoc organizational structures.
- Change Management.
SOME OF THE BENEFITS PRODUCED
- Alignment of strategic objectives.
- Breaking down silos.
- It allows managing stakeholders' expectations.
- It allows to intervene, develop and evolve the capability of organizational management of programs and projects.
- Create appropriate organizational structures according to the types of challenges and/or initiatives.
THE MOST COMMON MISTAKES
- To maintain rigid functional structures for the development of initiatives that require multidisciplinary and less hierarchical structures.
- Not having project offices that can operate the model or to have project offices than do not add value but only provide report services, project control and monitoring, methodology, etc.
- Not to develop excellence centres where the project management capability could be evolved, in order to face future challenges that the organizational strategy will present.
- Not to rely on a stakeholder with the power and authority to facilitate the necessary changes that must take place to apply the model.