But how often do companies integrate their program management office (PMO) resources and enterprise change management office (CMO) priorities to drive integrated strategic outcomes and adoption? How many projects have you been on or led where people only considered organizational change management after the implementation went poorly? Consider how much more successful your projects and strategic portfolio would be if your company incorporated change activities at the formation of the effort.<\/strong><\/p>\n Let\u2019s consider the benefits of pairing program management and change management<\/a>.<\/p>\n Recently, at a Fortune 500 financial services company, their PMO engaged with their CMO team to mitigate a visibility gap. Quarterly, their product services department and IT generated a list of priority deployments. However, the CMO had capacity constraints and could not meet the training content requirements within the deployment timeframe.<\/p>\n The PMO collaborated with the product services department and IT to obtain a list of feature releases ahead of quarterly planning sessions. Once received, the PMO then engaged with the CMO to conduct a change impact assessment on each feature capturing low, medium, and high change impacts. As a result, this effort translated into sufficient lead time visibility to plan for training content build.<\/strong><\/p>\n Once complete, the PMO shared the change impacts with product services and IT. This revised process helped them prioritize deployment to meet the CMO timeline. The pairing of the PMO and CMO teams proved successful, resulting in a repeat of the process each quarter going forward.<\/p>\n PMO ensures all programs and projects align with strategic priorities and finish on time and within budget. CMO manages the people side of the equation, ensuring employees adapt to the change while adopting new ways of working to ensure not only project or program completion but a successful return on the ROI.<\/p>\n In partnership, enterprise change management<\/a> and program management<\/a> create a strong foundation for you to better integrate change into the company, assuring better adoption at the project and program level regardless of the complexity.<\/strong> Imagine the efficiency gains you could realize by considering what OCM activities and resources you will need during the project planning phase.<\/p>\n A strong partnership between your PMO and CMO has impacts beyond simple project success.<\/p>\n However, it can be challenging. It can get messy when project managers and change managers collaborate to integrate efforts. Here are four considerations to help foster collaboration:<\/strong><\/p>\n Human resources typically houses the CMO, though it may reside within the PMO in some organizations. Partnering to better integrate change and project work creates opportunities to proactively plan for and manage organizational change<\/a>.<\/strong> Everyone benefits.<\/p>\n As project and program managers learn how and when to integrate change by partnering with the CMO, you build an organization better skilled at managing through change and create opportunities for the PMO and CMO to learn from one another.<\/p>\n\n PMO and CMO Together in Practice<\/h2>\n
Benefits of Enterprise Program Management and Enterprise Change Management<\/h3>\n
![\"ECM](\"https:\/\/centricconsulting.com\/wp-content\/uploads\/2022\/12\/EPPM-Image-1024x704.png\")
<\/a><\/p>\nIntegrating the Two Disciplines<\/h2>\n
Benefits of Program and Change Integration<\/h2>\n
Organizational Benefits<\/h3>\n
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Leadership Benefits<\/h3>\n
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Associated Benefits<\/h3>\n
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Conclusion<\/h2>\n