How to get buy in for pmo from other teams

How to get other departments to "buy in" to your PMO
Author: PM Majik
Copyright 2018. All rights reserved. www.pmmajik.com

Contents
1.0 Purpose of this presentation
2.0 Challenges to PMO “buy-in”
3.1 Invest in building working relationships
3.2 Explain objectives
3.3 Communicate
3.4 Do not reinvent the wheel
3.5 Authority
3.6 Build trust
4.0 Summary
5.0 PMO resources

1.0 Purpose of this presentation
For a PMO to be effective, it is not just the support from senior management that is
required. The support, “buy-in” from peers, project teams and departments is critical.
This presentation will share ideas that will help when it comes to building the support to
make your PMO a success.

2.0 Challenges to gaining PMO “buy-in”
It is important to understand some of the key challenges to securing “buy-in” for your
PMO
Plus people just do not want to
be told what to do!

3.1 Invest in building working relationship
• Change is a people business! Therefore, it is important that you invest in building
productive working relationships.
• It is very rare for the PMO to have line management of the project teams. In fact
many teams may be virtual i.e. drawn from different parts of the organisation with
each resource having a hard line to their line manager (the one who has most control
on career and renumeration) and a dotted line to the project manager. This means
that the PMO will have very little direct influence.
• To achieve results, you will need to build the relationship, effectively win the trust and
support.
• This can be achieved through formal channels like regular meetings and clearly
communicating objectives. Then there are the important informal channels like
dropping by the desk, informal chit chat and going for a coffee (or tea if you prefer).
• Like in your personal life, you must invest in the business relationships - they do not
just happen. Plus, it does make work fun if you enjoy spending time with the people
you work with.

3.2 Explain objectives
• One of the common traits of the human race is that we all want to have meaning.
Therefore, you have a better chance of gaining the support you need when you
explain what you are trying / need to achieve and why. People may not always agree
but at least they will understand the reasons.
• This actually can help as you may be provided with ideas that will help achieve the
required outcomes.

3.3 Communicate
• Closely linked to explaining objectives. Make sure that you are communicating
objectives and what is required on a continual basis. You do not want to be the
person who only sends a communication when you need something.
• Use the communication to celebrate success. If someone in a project team or
department has a major achievement or made a significant contribution, celebrate this
in the communication. This will not only act as encouragement, it helps in building the
working relationship with the person / area recognised.

3.4 Do not reinvent the whhel
• Many project teams will have their own way of completing project activities i.e.
reporting. Do not go in an impose your own approach. Take time to understand what
is being used by the teams and look to adopt tools and processes that work.
• Again, this will help with building the relationship. It also demonstrates pragmatism
and can save the organisation time and money.
• There may be instances where you need to implement a common methodology. In
this case look to how you can help the teams transition i.e. by transferring existing
information to the new format for the project teams.

3.5 Authority
• It is helpful to get senior management to communicate the formation and remit of the
PMO. This will help add some credibility to what you are doing and provide a level of
authority.
• To encourage the communication, you may want to create a draft communication that
can be reviewed by senior management. There is more chance they will issue if you
have done the "heavy lifting" of creating the mail.
• Important: just because the email has been issued does not mean that you will
automatically have authority. This you must gain by building relationships and
demonstrating you can do a good job.

3.6 Build trust
• Finally, you need to ensure that the project teams and departments know that they
can trust you. Specifically, that you will not publish any updates that have not been
reviewed or agreed with them.
• If you are looking for a rapid way to fail (plus make your working environment
tougher), publish a report that you have created highlighting concerns about the
projects that has not been agreed with the project team. You will have the wrath of
the project manager plus they will not share any information going forward.

4.0 Summary
Taking the time to build the required relationships and trust will allow you to get the
much needed “buy-in” to make your PMO a success.
Reminder of the 6 tips:
1. Invest in building working relationship
2. Explain objectives
3. Communicate
4. Do not reinvent the wheel
5. Authority
6. Build trust
Additional Resource
https://www.pmmajik.com/5-reasons-pmos-fail/

5.0 PMO resources
If you want more information, visit www.pmmajik.com where you will find lots of project
and PMO resources including the FREE guide, 7 Steps to Set-Up a PMO.
Visit http://www.pmmajik.com/set-pmo/
PM Majik Website
On the PM Majik website you will find over 200 articles that contain practical and
pragmatic tips and insights for designing, mobilising and managing a PMO. New
articles are added weekly. Topic requests are encouraged from the community.

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