Delivering Offsite Project Management Services with Zero Impact to Performance
An increasing number of teams work off-site today. To be specific, 5x more managers believe a larger portion of their team will work remote in the next 10 years versus less, according to the latest Uptime Workforce Report. However, in contrast to the wide availability of Enterprise Project Management software and business collaboration tools like Slack, Office 365 / Teams, and Atlassian, remote work still seems to have a stigma attached to it.
In order to make off-site project management a success, one still needs to overcome significant challenges, including time zones, communication issues, turnover, technology and access to data, not to mention organizational and cultural awareness.
However done right, the benefits outweigh the risk, proving that great project management, even from a distance, can actually cost less.
MI-GSO | PCUBED recently partnered with a leading Automotive Manufacturer looking to reduce their project management operating costs by transitioning to a near-shored PMaaS (Project Management as a Service) solution. By focusing on Infrastructure, Co-location, Experience, Language, Strong Relationships and Robust Transitions, our remote PMO was able to provide the client an equivalent delivery in quality with virtually zero impact on performance.
When making the transition to remote Project Management support we recommend 6 considerations to maximize your success:
According to 2019 PM Summit Survey, 72% of PM professionals believe remote working increases efficiency. Consensus may be gaining traction on the benefits of working virtually, however one dropped call or inability to access your files and work all but grinds to a halt. Our off-site PMOs, located within our MI-GSO | PCUBED offices, benefit from secure IT access points and video communication technology, giving the feeling of being just across the hall.
Just don’t underestimate the amount of time it takes to establish ideal working conditions for your remote team.
While working remote shows a tremendous boost in productivity, a reduction in turnover, and a decrease in operating costs, it does carry one major flaw, isolation. By co-locating our consultants within our offices, we gain a natural boost in “Team Spirit”.
Wherever possible, consolidate your remote workforce into team hubs, thereby boosting morale and team productivity.
Hiring managers agree that hiring has gotten harder, with 59% agreeing that skills are more specialized than 3 years ago.
We recommend partnering with a leading project management provider (hint MI-GSO | PCUBED) with experience in delivering remote solutions, providing you access to the best talent virtually when you need it. We recruit highly skilled engineers and ensure that they are fully trained in multiple project management approaches, with access to our latest delivery practices, so they can offer you the highest value.
With teams working offsite, unfortunately they often miss out on the non-verbal cues like body language during meetings and in person interactions. The use of video conferencing helps during meetings to establish presence and connection between the teams, however as so much of project management is based on human connection, the ability to converse natively is a great advantage. Our remote PMO is staffed with multi-lingual consultants allowing the team to converse freely whether talking to a client in France, USA, Spain, or digitally.
5. Organizational Knowledge
While working remotely is on the rise, some that do feel left out – out of sight, out of mind. We believe a large part of the success of a remote team is based on the strength of their relationships within the organization. As we have been working within our client organizations for many years, supporting their most complex project management initiatives we have amassed a wealth of latent organizational knowledge on the culture and how things really get done.
Additionally, we support our PMOs with onsite team leaders providing immediate direction and guidance, aided by a network of project management consultants locally within the client organization, sharing lessons learned, best practices and knowledge.
6. Robust Transitions
Finally, not all project management activities can or should be delivered remotely. We work with the client to agree which phases of each program that should be delivered remotely and which aspects should be delivered onsite. Call it adaptive virtualization. Prior to delivering any work offsite, we organize a thorough in person transfer of activities in partnership with the client, solidifying strong relationships that will lead ultimately to greater success.
As more teams move towards virtualized PMO offerings we should see an uptick in productivity, a reduction in operating costs, better access to talent and therefore increased value from project management services.
However doing it right, with zero impact on performance, is not even remotely easy.
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