Programs and projects can seem like a battlefield littered with casualties― mangled plans, butchered schedules, blockaded resources, disrupted supply chains, changing market conditions, and the organization’s priority changes. So, if you are going to war against disruptions, delays, and a host of other factors that bombard your PMO, then the nine war principles can help create better strategies to deal with them.
Adapting these principles for use by the PMO team does not require a stretch of the imagination. There are commonalities between PMO operations and military operations that make the nine war principles ideal for adaptation by the PMO.
A mission
Operations
Friction/enemies, environment, internal forces, unknown variables
A need for organized resources to fulfill objectives
The need for agility
Because of these commonalities, incorporating the 9PW into PMO operations makes sense. Consider the nine and how each applies in the PMO.
Objective
The objective is the purpose. The military definition is: direct every military operation toward a clearly defined, decisive, and attainable objective [1].
The U.S. Army uses mission statements. They are essential to convey the intent of objectives and align them to the Army’s corporate mission and the U.S. government’s for its armed forces. Just as the Army must have an objective, so must the PMO. A mission statement is vital to establishing and managing a PMO [2].
Offensive
Seize, retain, and exploit the initiative [1] [3]. Or, in PMO language, drive and own the narrative. Do not let others decide what the PMO should do. Be proactive. This trickles down to programs and projects, where the need to be on the offensive could be the only way to deliver success.
The PMO becomes the general marshaling project management forces to meet their assigned objectives. However, avoid the trap of being “administrative” in your project management.
Strategic offensives include portfolio management, risk management, change management, and transformation management. They prepare the PMO team to meet challenges before they occur, turning potential catastrophic chaos into well-organized chaos.
Mass
Concentrate the effects of overwhelming combat power at the decisive place and time [1].
Staff right. Having the right competencies within the PMO and the ability to deploy them in a manner that provides business value will convince executive leadership of the PMO’s ability to deliver. The Project Management Body of Knowledge promotes planning, estimating, and team development competencies. But without organizational knowledge, how can they capture the correct values? The Mass principle includes aligning project and resource planning by applying the right people and other resources at strategic times throughout each phase of projects in the portfolio.
Economy of Force
Employ all combat power available in the most effective way possible; allocate minimum essential combat power to secondary efforts. Prioritize all operations or strategic initiatives to prevent spreading valuable resources too thin [1].
This principle is possibly the most difficult. Non-project and program-critical tasks are daily distractions, taking our focus and resources, including time, away from the PMO’s mission and project success. Empower the PMO to recognize what is essential to the success of the PMO mission and the mission’s individual components. Once you realize what is essential, do not fear putting non-essential tasks on the back burner to bring the economy of force to critical success factors.
Maneuver
Place the enemy in a position of disadvantage through the flexible application of combat power [1].
A disruption could occur at any time. A wartime mindset requires readiness and flexibility of project and program management teams, which should have a culture that encourages innovative thinking.
In the case of the PMO, “the enemy” is not necessarily a person or an organization. It could be uncertainty, risks, poor communication, or uninformed stakeholders. The goal is to be ready when an “enemy” becomes apparent. Ready means the PMO is well-equipped and prepared to act, not allowing an impact on the mission’s intent. Also, PMO leaders cannot afford to become complacent, even in their success. Executives and stakeholders can take it for granted and assume the PMO is no longer necessary.
Unity of Command
For every objective, ensure unity of effort under one responsible commander [1].
The PMBOK Guide defines the Unity of Command as only one person giving orders for any action or activity to an individual [4].
The PMO leader is the PMO commander and should not only have the responsibility to achieve the PMO mission but the authority to do it. Also, the leader should allow project managers (project commanders) autonomy to achieve their project goals [2].
Unity of command demands clear communication channels. A communication plan should specify who, when, what, where, and how to communicate program and project management concerns internally and externally [2].
Security
Never permit the enemy to gain an unexpected advantage [1].
Risk management, change management, and transition management are opportunities to meet and prepare for challenges before they occur, turning potential catastrophic chaos into well-organized chaos [2].
Risk analysis forecasts the possible worst-case scenarios of projects, programs, and portfolios and options to solve them should they occur. Many can be avoided before they happen or mitigated since the team already has the solutions. Security comes from knowing and being prepared [2].
Surprise
Strike the enemy at a time, at a place, or in a manner for which he is unprepared [1].
This principle is perhaps the most difficult to adapt to PMO use. Our adaptation was not to be the element of surprise for the “enemy” but to ensure that “enemies” do not surprise the PMO, whether risk, change, or another challenge.
Surprise can equate with pre-emptive “strikes.” Though they are not enemies but allies, some executives and stakeholders cannot appreciate or do not understand the nature of program and project management, especially the PMO. Therefore, take the initiative to understand them and their viewpoints. Supply them with what they need before they realize they need it. Build it into the PMO [2].
A prime responsibility of program and project managers is to facilitate teamwork and provide challenges, opportunities, timely feedback, and support for team members [4]. Encourage innovation within the project management team to create solutions to recurring situations, whether tools, new processes, or training. A cohesive team of problem-solvers is a powerful weapon for the program or project manager to wield against the many challenges and disruptions that will occur [2].
Simplicity
Prepare clear, uncomplicated plans and clear, concise orders to ensure thorough understanding [1].
All communications should be clear and concise, whether the mission statement, reports, documented processes, and procedures, or portfolio, program, and project plans [2].
Similarly, the PMO should be minimalistic in directing and managing portfolios, programs, and projects. Too much control and bureaucracy will make the project management process sluggish. Find the balance of just enough to drive the project management machine to appreciable progress [2].
“In the Army, we are taught to manage expectations. It’s important to understand what you are capable of, both as an individual and as a group, and to plan accordingly. Overextending because of unrealistic objectives can be deadly for a commander and his troops.”
Luis Carlos Montalvan [5]
What Luis Carlos wrote concerning what he learned in the Army is true for PMO leaders and teams. Those that incorporate the war principles into their program and project management strategies better define long- and short-term objectives for their PMO and projects. Leveraging their strengths at the right time with the most impact to achieve goals, they limit opportunities for chaos. They become masters of resource efficiency and the shoring up of weaknesses. Such teams become decisive, disciplined, and flexible as they support and direct project managers, providing more value to the organization.
If gaining these capabilities seems necessary or admirable to you, check back for the next post. We will cover the Objective principle in more detail and case. We always appreciate feedback, as well as likes and shares.
References
[1] W. Butler, "Hist 1416 American Military History Butler, W. > Nine Principles of War," 16 February 2022. https://bartonline.instructure.com/courses/2269/pages/nine-principles-of-war.
[2] L. V., Satinder Baweja, "Session#416_Baweja, Satinder-Designing a Project Management Office That Works: The Next Generation PMO," in PMI EMEA Congress 2019, Dublin, 2019.
[3] F. K. &. S. Marks, "LEADERSHIP AND THE PRINCIPLES OF WAR APPLIED TO BUSINESS: TWO SIDES OF THE SAME COIN," 1 1 2017. https://www.thayerleadership.com/blog/2017/leadership-and-the-principles-of-war-applied-to-business.
[4] A Guide to the Project Management Body of Knowledge: PMBOK Guide 6th Edition, Newton Square, PA: Project Management Institute, 2017.
[5] L. C. B. W. Montalvan, Until Tuesday: A Wounded Warrior and the Golden Retriever Who Saved Him, New York: Hyperian, 2011.
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