1 – Say it early. Unless it’s an issue you’re certain can be handled internally without any detectable effects on stakeholders, you’re best off sounding the alert early. End users and supporters are more likely to be amenable to solutions that impact timeframes or final objectives if they can see you’ve been proactive and upfront with them.

2 – Say it clearly. Now is not the time for buzzwords or vague project-speak—confusing your stakeholders will only make them more unhappy. Instead, plainly state the issue, along with its triggers (if you can). Misunderstandings certainly won’t build support for whatever solution you implement, so lay out the facts in understandable language.

3 – Say it without blame. The urge to point fingers may be strong, but now is not the time to indulge it. Even if a vendor completely dropped the ball and botched your project to smithereens, it’s better to deal with the issue professionally—and with the vendor directly—than to air your grievances far and wide. Explain the probable cause of the problem in broad terms (e.g., manufacturing delays, supply chain shortages) but consider keeping the details within your PMO.

4 – Say it with a solution. You may not have completely formulated a plan to deal with the problem yet, but framing the issue along with a possible resolution will often go a long way toward maintaining stakeholders’ confidence in your team. Be sure to delineate where the plan is still in development, so you aren’t inadvertently setting expectations you may need to revisit later.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

You’ve developed numerous almost perfect solutions. You’re still gathering ideas and investigating options, but nothing seems to be a good enough fit.

Reality: Rarely does the perfect solution present itself. It’s much more common that PMOs adopt imperfect solutions and then tweak them to better meet the project’s needs.

You’ve delayed the decision-making date. Your original date may have slipped significantly.

Reality: Follow-on activities may now be delayed, too. Serious challenges could arise if milestones are missed, and it’s likely you’ll have even fewer workable options later if the delay continues.

You’re preoccupied by the thought of making the wrong decision. You fear something awful will happen (being chastised by your boss, missing a promotion, maybe even losing your job) if you screw up.

Reality: You run a much higher risk of being disciplined if your continued indecision puts your project behind schedule or over budget than if you make a thoughtful, educated decision that turns out to be wrong.

You’ve avoided involving others in the decision-making process. The more they push you for a decision—and offer to help you evaluate available options—the more you hoard the final decision for yourself.

Reality: Others on your team can often provide useful insight or assist you in weighing the options. Their perspectives on the project are important, and could help point you to the right solution.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

1 – Tie up loose ends. Now is the time to be sure you don’t have any year-end tasks lagging behind. Submit the last of your team’s performance evaluation paperwork, process any remaining invoices, and finish setting up files for this year’s approved projects.

2 – Prioritize. Your new year’s budget may include a lot of good news—approved new hires, authorization for updated software, the go-ahead on key projects, or confirmation of an upcoming expansion—but you still need to be careful with your resources. Determine which initiatives should be tackled first, and delegate those out to the appropriate people. Assign target dates to remaining items so they don’t drop off the radar.

3 – Announce staffing changes. Information on promotions, transfers, reorganizations, and the loss of any temporary workers in your department should be disseminated throughout your PMO. It makes it easier for staff members to do everything from exercising increased signature authority to redistributing tasks.

4 – Plan early for training opportunities. Team members with new responsibilities, such as first-time managers, will benefit from getting some education under their belt early in the year. Look for training sessions that outline fundamental principles, so they can feel confident in their abilities and experience less stress going forward.

5 – Bring stakeholders up to speed. End users and project supporters may be unaware of the final status of proposed initiatives. Instead of fielding hordes of phone calls all asking the same questions, take the time to proactively notify stakeholders about the approval status of projects and when they can expect to learn more about those activities that have received authorization to move forward.

PMAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.

STEP 1: Identify tasks for delegation. Look at what’s on your plate and determine which items could be done by someone else. Even if it’s just one task, you’ll be doing something positive for your workload and offering another team member the chance to contribute at a higher level. Concerned there isn’t anyone in your PMO qualified to handle any of your tasks? High performers could be good candidates for some quick coaching, and solid performers might benefit from the challenge knowing you’re available for mentoring if they need it.

STEP 2: Prepare the team. If you haven’t been a good delegator in the past, now might be an opportunity to talk candidly with the team about workload distribution. Let them know the evolution of the PMO is at a point where shifting tasks around makes sense, and consider asking them for suggestions. You may discover they already have ideas about which members’ skill sets mesh well with overflow tasks. This is also your chance to set expectations on both sides of the table.

STEP 3: Delegate! Once you’ve selected tasks to delegate and the right team members to take them on, it’s time to hand off the responsibility to the new designee and get out of their way. Be available if they have questions or need additional direction, but don’t hover. Follow up regularly to ensure things are happening according to plan and make course corrections as necessary.

MAlliance uses a team of highly experienced and certified professionals to provide project management consulting, project management training and project office development services.