+++ The Characteristics and Advantages of Agile Project Management Offices +++ Why Agile PMOs Share Many Traits with Hummingbirds +++
By Philippe Husser (guest author)
Creating and running a Project Management Office (PMO) that consistently delivers value in our VUCA world (i.e. Volatile, Uncertain, Complex, Ambiguous) is a challenge. Of course, many different schools of thought address this challenge. But they all do this with varying levels of success.
But imagine now that you operate a PMO that is lean, agile, state-of-the-art, and that delivers a measurable contribution to your organization’s success.
You may find that this PMO shares several characteristics with hummingbirds. The hummingbird is indeed the very symbol of what a lean, agile, and effective PMO is. A lean PMO focuses on resources and activities necessary to the success of its mission.
An agile PMO thrives in fast-evolving and uncertain environments by anticipating, adjusting, and innovating what it needs to do and how it does it. Finally, an effective PMO ceaselessly does the right things, and does them right, thus creating a recognized value to its stakeholders.
Among many of these characteristics, here is a selection of 10 that a PMO may explore, study and learn.
But before getting to these characteristics, watch this beautiful video from National Geographic.
Figure 1: The hummingbird is a direct symbol of what an agile PMO is.
1. Hummingbirds Belong to a Variety of Species
Hummingbirds are small and agile birds from the Americas. They constitute the family Trochilidae. Hummingbirds fall into nine main clades, the Topazes, Hermits, Mangoes, Brilliants, Coquettes, Patagona, Mountain Gems, Bees, and Emeralds. They count between 325 and 340 species.
So are PMOs. PMOs can belong to several branches or clades (usually 3-7), from Project or Program Management Office to Portfolio Management Office. It can be an Enterprise Project Management Office or a Center of Excellence in Project Management. It may even be a Strategic Initiative Management Office. Yet, it may also be the individual running the Office: the PM Officer.
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These branches count a large variety of situations defined by the domains, the level, the scope of control or the experience and capabilities they show. One size does not fit all. Surely, this diversity contributes to agility.
Identifying and counting all PMO individuals in the world is an impossible task. Just an example. LinkedIn gives almost 1,000,000 results when you search for people with the word “PMO” in their title. At the same time, Google gives 37,500,000 results for a search with “PMO” as a keyword.
Find out more about the different PMO types in our article about successful PMO setup.
One difference though between hummingbirds and PMOs is that PMOs are everywhere in the world and not only in the Americas. LinkedIn again finds 260,000 PMOs in the US, and hundreds of thousands outside the Americas. You can be sure that they all have an exciting diversity based on their culture, their history, and their role in their organization.
- Differentiate the PM Office and the PM Officer.
- Clarify what your organization calls a PM Office with a family (PMO) and clades (branches) like Project MO, Program MO, Portfolio MO, Strategic Initiative MO, Transformation MO, PM Center of Excellence.
- Consider the huge variety of individuals serving as a PM Officer; clarify their mission, their capabilities, and their personal development needs.
2. Hummingbirds Are Among the Smallest of Birds
They are among the smallest of birds, most species measuring 7.5–13 cm (3–5 in) in length. Female hummingbirds tend to be larger, requiring more energy, with longer beaks that allow for more effective reach into crevices of tall flowers for nectar. Thus, females are better at foraging, acquiring flower nectar, and supporting the energy demands of their larger body size.
Agile PMOs are generally very small too. Can you imagine a heavy PMO being agile like a hummingbird?
A large PM Office willing to be agile may imitate a flock of birds or small PM Offices and Officers. Figure 3 depicts an example. The most effective PMOs I have seen are made of only very few people.
Learn about the Strategic PMO of the Future in this article.
In a very large worldwide initiative, only two people made the PMO. However, these two individuals built and animated a community of tens of decentralized lean PMOs. Each of them was well embedded in their local organization and highly dedicated, motivated, and professional.
- Create agility in your organization by preferring a swarm of small, distributed and diverse PMOs to a large monolithic PMO.
- Make these PMOs build connections, form an organization-wide community of practice, and share their diversity.
3. Hummingbirds Love Flowering Plants They Cross-Pollinate
Hummingbirds love nectar-bearing flowering plants. They depend on flower nectar to fuel their high metabolisms and hovering flight. Many plants pollinated by hummingbirds produce flowers in shades of red, orange, and bright pink.
PMOs love great, diverse, and ambitious projects. There is nothing worse than a dull project for which the PMO has neither challenge to overcome nor great purpose to contribute.
Most PMOs are temporary. Once their assignment concludes with the end of a project, they move to another endeavor. A PMO going from an exciting project to another one cross-pollinates these projects.
At the same time, they study and learn a variety of project management approaches, from lean start-up to mega-project management or strategic initiative portfolio management. Their mindset is constantly open to the most adapted solutions.
Find a lot of useful information on hybrid project management in this article.
They even master the hybridization of several different approaches during a same project. For example, they introduce lean start-up approaches upstream, agile approaches later, and waterfall approaches as soon as most uncertainties disappear.
- Make sure your PMO is able to understand and apply a variety of bodies of knowledge.
4. Hummingbirds Fly with Breathtaking Agility
The hummingbird has a number of adaptations that allow it to fly with breathtaking agility and precision. Of all the known species of birds, the hummingbird is perhaps one of the most iconic because of its unique ability to hover. When they hover, hummingbirds move their wings more like a buzzing insect than a flapping bird. Some experts found that hummingbirds’ wings have aerodynamic properties similar to helicopter blades. They hover in mid-air at rapid wing-flapping rates, which vary from around 12 beats per second in the largest species, to in excess of 80 in some of the smallest. Of those species measured in wind tunnels, the top speed exceeds 15 m/s (54 km/h; 34 mph) and some species can dive at speeds in excess of 22 m/s (79 km/h; 49 mph).
This is why they are able to fly straight, in reverse, upwards, downwards, and even upside down.
Figure 5 – The agile PMO hovers in every direction like a hummingbird.
An agile PMO is also capable of flying straight, in reverse, upwards, downwards, and even upside down. Such a PMO can hover and support complex projects with a remarkable agility allowing it to navigate the most VUCA environments (Volatile, Uncertain, Complex, Ambiguous).
They interact with stakeholders in every direction, vertically (up and down), laterally (with different functions, geographies, roles). They, like the Russian Sukhoi Pugachev’s Cobra maneuver, avoid opponent maneuvers and missiles.
Agile PMOs also study and learn the laws of physics. For example, they learn that a controlling system must be nimbler than the system it pretends to control. The management system they implement has to meet this obligation.
They especially learn the laws of thermodynamics. For example, they learn that organizations are complex adaptive systems. As such, organizations dissipate their energy and information. And they do this by constantly increasing the speed with which they dissipate them (exactly like our universe is expanding).
So they support their projects, programs or portfolios with a most open mindset and the largest possible exchanges of information from and to their outside world.
- Implement a management system that makes you faster than the system you need to control, and exchange information from and to the outside world as fast as possible.
5. Hummingbirds Hover for Very Long Periods of Time
Hummingbirds have also the ability to simply hover for very long periods of time. During flight, oxygen consumption per gram of muscle tissue in a hummingbird is about 10 times higher than that measured in elite human athletes. Hummingbirds are rare among vertebrates in their ability to rapidly make use of ingested sugars to fuel energetically expensive hovering flight.
Some projects last for a very long period of time (sometimes more than 10 years). Some meetings are very long too (several days). So it is important that PMOs demonstrate the ability to “hover” for very long periods of time.
Agile PMOs can anticipate the project fatigue created by the change impact on themselves as well as on their stakeholders. For example, they pick up the ability to reorganize the project portfolio to reduce this fatigue.
Or they recognize this fatigue and propose to adapt the project management style. And they increase the comprehension for all stakeholders of what happens. This makes people feel more comfortable with the project.
- Your first goal as a PMO is to survive. This is the only way you can bring a project to success.
- Apply the same rule to your stakeholders and to your team members.
6. Hummingbirds Acquire Vocalizations through Imitation
Consisting of chirps, squeaks, whistles and buzzes, hummingbird songs originate from at least seven specialized nuclei in the forebrain. A genetic expression study has shown that these nuclei enable vocal learning (ability to acquire vocalizations through imitation), a rare trait known to occur in only two other groups of birds (parrots and songbirds) and a few groups of mammals (including humans, whales, dolphins and bats).
PMOs also imitate other professionals. They learn the human dynamics of their project stakeholders. These human dynamics comprise a variety of domains. Among them, you find the knowledge of languages, history, cultures, human behaviors, cognitive biases.
These PMOs use tools, soft or hard, that help them adjust their work to the particularities of the context.
You might also like our 7 Measures to Increase PMO Acceptance.
Here are a few practical examples from top-notch PM Officers.
- They practice several foreign languages.
- They adapt their interaction style to the cultural traits of their stakeholders.
- They build relationships first where important.
- They focus on actions and results where and when appropriate.
- They even use linguistic analysis to catch hidden characteristics of the initiatives, reports, or communication.
- A “hummingbird” PMO learns its stakeholders’ style and adjusts its attitude as required to make the interrelationship fruitful.
7. Hummingbirds Have A High Spatial Resolution in Lateral and Frontal Visual Fields
During evolution, hummingbirds have adapted to the navigational needs of visual processing while in rapid flight or hovering by development of an exceptionally dense array of retinal neurons allowing for increased spatial resolution in the lateral and frontal visual fields. The enlargement of the brain region responsible for visual processing indicates enhanced ability for perception and processing of fast-moving visual stimuli, which hummingbirds encounter during rapid forward flight, insect foraging, competitive interactions, and high-speed courtship. Hummingbirds can even see wavelengths into the near-ultraviolet.
The more complex a project, the more VUCA an environment, the more information is important for a PMO.
Here is a practical example. A global-500 company wanted to focus its teams on customer-centricity. Figure 7 shows the mission-critical capabilities over the entire organization required to deliver successfully such a transformation that included employee training, new information systems, and new processes.
The PMO that built this graph, called Marimekko, was able to identify key gaps in some vital customer-facing functions as well as over-capabilities in less critical functions.
Complex systems are also highly sensitive to initial conditions. This phenomenon bears the name of “butterfly effect”. Early information gathered upstream is vital. Early business intelligence is key to avoiding big mistakes later.
Yet, there is a limit to the amount of available information. Therefore, complex systems are also unpredictable to targets. This requires both getting the most precise understanding of how a system behaves and developing innovative strategies, for example based on options. The perception (reasoned or intuitive) of a PMO is also a key success factor.
Still struggling with the concept of the PMO? Find out why a PMO is important.
Finally, agile PMOs have “single versions of the truth” available 24×7. These versions of truth may be wrong or true. The important thing is their availability across the organization at any time. Wrong versions do not last long when visible to everyone.
- Getting access to information is vital. A PMO accessing a large pertinent amount of data gains a real competitive advantage.
8. Hummingbirds Keep Their Head Positions Stable in Turbulences
During turbulent airflow conditions created experimentally in a wind tunnel, hummingbirds exhibit stable head positions and orientation when they hover at a feeder. In natural settings full of highly complex background motion, hummingbirds are able to hover precisely in place by rapid coordination of vision with body position.
The agile PMO demonstrates the same vital capability to maintain the head above water. Turbulences strike the project. Uncertainty and instability shake the course of the project. Conversations with colleagues, during meetings, or with executives can be difficult. However, the agile PMO stays confident, calm, focused on the mission.
- No amount of data will ever guarantee the predictability of results. Therefore, the PMO must study and learn flexible and adaptive strategies.
9. Hummingbirds Can Enter Hibernation-Like States
To conserve energy when food is scarce, and at night when not foraging, hummingbirds can go into torpor, a state similar to hibernation, slowing metabolic rate to 1/15th of its normal rate.
PMOs may go through periods of desert. Projects may be missing, slow moving, or waiting for key decisions. They may work on an initiative that is stopped, temporarily or not.
Imagine that you support a construction project in a beautiful Italian town. Imagine also that when workers begin to dig the foundations, they find bones from ancient Rome. No doubt that the project will be stopped and archeologists will take precedence over construction work.
It is time for the PMO to hibernate. The expert PMO understands time preference and knows to be patient now and impatient later.
- Do not fear loneliness, silence, or desert. These are all opportunities for resourcing, learning, introspecting, waiting for maturity, and at the end for preparing a better future.
10. Hummingbirds Have a Lifespan of 3 to 5 Years
Many hummingbirds die during their first year of life, especially in the vulnerable period between hatching and fledging, those that survive may occasionally live a decade or more. Among the better-known North American species, the average lifespan is probably 3 to 5 years.
This does not seem too different from PMOs’ lifespans.
First, let us differentiate between the lifespan of a PM Office and the lifespan of a PM Officer.
PM Offices are mostly temporary when they support a project or a program. Conversely, they are built to last a long time (or to be permanent) when they deal with an organizational strategy, a portfolio of projects and programs, or a center of excellence.
PM Officers have a different attitude regarding time.
Another interesting read: How to Create KPIs for the PMO
Some PMOs “die” very early. This is frequently the case when their hiring process is neglecting key characteristics, like their level of capabilities on each of the three dimensions of the Talent Triangle (technical, business, and leadership). But most of short lifespans happen when project leaders and PM Officers do not rapidly perform as a close-knit buddy system. The PM Officer then leaves the PMO very early.
Other PM Officers last a few years. They start and finish with the project. But a key difference compared to hummingbirds is that PMOs have the privilege to find new lives every time one is gone.
Still better, PMOs have an increasingly exciting career they can manage with agility. They have opportunities to support ever-larger domains and endeavors (think of the PMOs in mega-projects or consider Enterprise PMOs). They master more and more state-of-the-art approaches to project management (look at the recent progress in project management science). These PMOs have a larger scope of responsibilities. They may also evolve from PMO roles to PM roles and back to PMO roles.
Top-notch Centers of Excellence are often communities of such seasoned individuals. They all truly get great personal development and satisfaction. And this is really what I wish for you.
- Separate the lifespan of a PMO as an organization and the lifespan of a PMO as an individual. Adjust the former to the organizational needs and the latter to your personal development needs.
Conclusion – Why Agile PMOs Are Comparable to Hummingbirds
The hummingbird is a symbol of several key characteristics an agile PMO should demonstrate. A PMO is dedicated to a mission. Its characteristics only serve to fulfill this mission successfully.
If you had only three characteristics to focus on, these three would make it:
- Be lean, distributed, and work as a community
- Develop a very large visual field within and outside your domain
- Become stable in turbulences with advanced strategies
Of course, each PM Officer has his or her own preferences, based on who they are and in relation to the context in which they operate. What would be yours? Let me know by leaving a comment below.
To your continued success
You can read more on agile PMOs in Philippe Husser’s new book The High-Impact PMO – How Agile Project Management Offices Deliver Value in a Complex World.
Do you have experience with agile PMOs? Is there anything you would like to add? Please leave a comment below.
Philippe Husser is a Paradigm Shaker and a Change Maker in complex global organizations with 40 years of experience.
His work is focused on implementing and running Strategy Management Systems, Strategic Initiative Portfolios, and Strategic PMOs.
Philippe developed and lead the Enterprise PMO at Michelin with a global Progress Initiative Portfolio Management System, a range of diverse Project Management Approaches, and a community of decentralized PMOs in Business Units, Functions, and Regions. Before, he held Transformation Program Management roles in several global Aerospace and Defense companies.
Philippe is also the author of a book: The High-Impact PMO. He is animating a Linkedin network of 21000+ followers in the domain of project management. He has been the Michelin representative in the PMI Global Executive Council. And he is a Board member of the French AFOPE (French Association of Internal Consultants).
Philippe holds an Engineering degree from the Ecole Centrale in Lyon, France. He is Kaplan-Norton certified in Strategy Execution Premium.
Are you interested in agile tools? Please check out this article: Quickly Compare 10 Top Agile Project Management Tools
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