PMOUNCONversations #7

Driving Business Value: Balancing Strategy and Customer Needs. An Interview with Angel Garcia.

In the next episode of?PMOUNCONversations, brought to you by?PMOUNCON - The PMOGA World Unconference, we're thrilled to dive deep into an exciting discussion with Angel Garcia , CEO of Triskell Software , and an expert on Project Portfolio Management (PPM).

Triskell solutions allow organizations to capture, align, and link objectives, initiatives, programs, and portfolios across the enterprise to control business challenges and ensure results.

We're proud to have Triskell Software as our esteemed Gold Sponsor for PMOUNCON - The PMOGA World Unconference 2023, in Paris on December 4 and 5. Discover more at?https://www.pmouncon.world.

?PMOUNCON: Welcome, Angel. As we dive into our engaging discussion, could you share your perspective on the primary goal of a PMO and elaborate on the importance of emphasizing value delivery in the current business environment?

??Angel Garcia: The central objective of a PMO in modern organizations is succinctly put as: “You have to put the focus on delivering value.” Companies must prioritize value delivery to stand out in today's fast-paced business environment, where competition is intense and technology is advancing rapidly. PMOs ensure that projects are executed and resonate with the organization's strategic goals, meet customer expectations, and drive real-world benefits. It's a compass that helps PMOs align projects with business objectives, thus maximizing returns on investment and ensuring stakeholder satisfaction.

?PMOUNCON: Considering the challenges PMOs face, could you delve deeper into the balance they must strike between aligning with organizational objectives and meeting customer demands?

??Angel Garcia: Absolutely. PMOs operate at a crossroads. On one side, they must ensure that their IT and Project portfolio dovetails with the organization's strategic objectives. This alignment ensures resources, time, and efforts are directed towards projects that propel the company forward. Conversely, they also must cater to external forces, particularly the demands of customers and users. In today's digital age, consumers are more informed and have higher expectations. Balancing these two can be a tightrope walk, but PMOs must ensure that while projects serve the company's vision, they also resonate with customer needs, ensuring sustainability and growth.

?PMOUNCON: Given these challenges, what proactive measures can organizations take to ensure their PMOs continually focus on delivering value?

??Angel Garcia: It starts with thoroughly evaluating the current project portfolio to discern which initiatives align with the company's strategic goals. This audit can help prioritize projects based on their potential value. Constant communication between PMOs and company executives is pivotal, ensuring real-time alignment. PMOs should also integrate feedback loops, capturing insights from internal teams and external customers. This iterative feedback helps refine projects to ensure they are on the right track. Lastly, PMOs should invest in training and tools that facilitate value-centric project management, promoting a culture where value delivery becomes second nature.

?PMOUNCON: Can you briefly explain how organizations can pivot their portfolios to be more value-centric? I've heard there's a method to achieve this in just a few steps.

??Angel Garcia: While the exact steps might vary based on the organization, the essence is to foster a culture and framework emphasizing value. It begins by aligning the organization's strategy with the PMO's objectives, ensuring everyone is on the same page regarding what 'value' means. Then, there's the need to implement robust project evaluation metrics so projects that don't align or deliver expected value can be identified early. Collaborative tools that enhance transparency and communication are also essential so all stakeholders remain informed and engaged. Lastly, a continuous improvement mindset, where feedback is actively sought and integrated, ensures that the PMO remains agile and adaptive to the ever-evolving demands of both the business and its customers.

?PMOUNCON: What do you believe are the key responsibilities of a PMO manager to pivot the organization's focus toward value delivery?

??Angel Garcia: The PMO manager's core responsibility is to "Lead the Change." It's not enough for the PMO to merely monitor and report on projects. They must proactively ensure that the organization's objectives and user needs are central to all initiatives. If a PMO is perceived as just an overhead without contributing value, it'll be deemed an unnecessary expense. The manager must foster an environment where the PMO is instrumental in steering projects in alignment with the company's value propositions and strategic objectives.?

?PMOUNCON: You emphasized the importance of active listening to customer needs. Why is the customer experience so vital in the value delivery equation?

??Angel Garcia: The customer experience is the cornerstone of value delivery. After all, organizations exist to serve their customers. If products or services don't resonate with users or fail to address their needs, then the value proposition weakens. By actively listening to customers, organizations can gauge how their offerings are perceived and identify areas for improvement. Understanding the outcomes customers expect and how the offerings help them achieve their goals ensures that the organization remains relevant and continuously delivers value.

??PMOUNCON: You mentioned promoting a focus on value and understanding user needs throughout the organization. How can this culture shift be facilitated?

??Angel Garcia: Promoting a value-centric, user-focused culture starts from the top. Leadership must exemplify these values. Regular training sessions, workshops, and seminars can be organized to educate employees about the importance of value delivery and understanding user needs. Sharing success stories where a focus on value led to tangible benefits can inspire and motivate teams. Open communication channels, where employees can share feedback and insights from their interactions with customers, can further ensure that the organization remains adaptive and receptive to user needs. Over time, these principles can become ingrained in the organization's DNA with consistent emphasis and effort.?

?PMOUNCON: How can the PMO bridge these departmental gaps and play a pivotal role in breaking down these silos?

??Angel Garcia: The PMO is uniquely positioned to act as the central nervous system of the organization's product and project portfolio. It can facilitate inter-departmental collaboration and ensure that the organization's different areas work harmoniously towards a common goal. By championing active listening to customers' needs, the PMO can ensure that every department's actions are squarely focused on delivering value. The PMO can act as the glue that binds the organization, fostering a culture where cooperation trumps isolation and the customer's needs are at the heart of every initiative.?

?PMOUNCON: Why is there a need to prioritize outcomes over outputs, especially in the context of a PMO?

??Angel Garcia: The distinction between outcomes and outputs is pivotal. While outputs are tangible results, like the number of projects delivered, outcomes focus on the broader impact of those outputs, such as the value provided to customers. For PMOs, concentrating solely on outputs can lead to many projects being completed on time and within budget. Still, they may not necessarily bring value to the organization or its customers. By emphasizing outcomes, the PMO ensures that every project aligns with strategic goals and genuinely benefits the end users. Essentially, it's about ensuring quality over quantity and making meaningful impacts rather than just ticking off boxes.?

?PMOUNCON: Could you explain the significance of using KPIs to demonstrate the PMO's value to Senior Management?

??Angel Garcia: Certainly. While "value" can sometimes be seen as a subjective term, it's essential to quantify it to make informed decisions and drive alignment. Key Performance Indicators (KPIs) serve as quantifiable metrics that can showcase the PMO's impact and contribution. The PMO can effectively communicate its value in tangible terms by measuring these KPIs and presenting them through detailed reports and dashboards. It offers Senior Management a clear view of the PMO's performance, ensuring transparency and demonstrating the ROI of the PMO's initiatives.

?PMOUNCON: How does Triskell stand out in terms of offering more than just a standard PPM tool?

??Angel Garcia: Triskell offers features that transcend the capabilities of a standard PPM tool. Apart from automating repetitive tasks, Triskell empowers PMOs to align their project portfolios with the organization's strategic objectives by scoring the strategic priority of each deliverable. It integrates What-If Simulations to maximize resource usage and anticipate potential changes in portfolio management. Additionally, it fosters collaboration and communication, allowing monitoring of project portfolio statuses and breaking down organizational silos. Its customizable reporting and dashboard capabilities are also highlighted, clearly demonstrating the PMO's value to stakeholders and executives.?

?PMOUNCON: Angel, as we conclude this enriching interview and reflect on the PMO's value, what final piece of advice can you impart to organizations looking to enhance their PMO's impact?

??Angel Garcia: The cornerstone for any successful PMO is to remain aligned with the organization's overarching goals and constantly underscore its value through tangible outcomes. It's pivotal to remember that the essence of a PMO isn't merely about project management but guiding the organization toward its vision. Thank you for this opportunity to share. I'm honored and genuinely proud to sponsor PMOUNCON. It's a privilege to be part of this dialogue and collectively navigate our domain's complexities.