Our guide to some of the most important
Management Models for PMOs
Management models and frameworks play a huge part in the work that PMOs do. PMO managers and consultants spend an immeasurable amount of time learning them, discussing them, and even inventing their own.
Tools and practices that will improve your business
When it comes to change management, it is often the role of the PMO to put methodologies and models into practice. Management models appeal to PMO professionals – they can bring order to chaos, aid communication and reduce complexity.
There are almost as many management models available as there are consultants eager to sell them as the solution to all of your organizational and project management challenges. What follows on this page is our attempt to highlight some of the management models that may be of particular interest to PMOs and the organizations they operate within. Each model (or framework, or method) is described and put into context – cross referencing where possible and sharing practical examples where these are available. If you are interested in learning more about a particular model, links are provided for your convenience.
There are almost as many management models available as there are consultants eager to sell them as the solution to all of your organizational and project management challenges. What follows on this page is our attempt to highlight some of the management models that may be of particular interest to PMOs and the organizations they operate within. Each model (or framework, or method) is described and put into context – cross referencing where possible and sharing practical examples where these are available. If you are interested in learning more about a particular model, links are provided for your convenience.
How to use this guide
Explore the models by selecting a category below, or using the search bar. Alternatively, simply scroll down to review the complete list of management models – then click the one that looks the most interesting!
Prove the change delivered the value it promised.
Run a coaching conversation from goal to way forward.
Compare several dimensions of performance on one radar.
See where the delay and the waste actually sit.
Position what you build against how evolved it is.
Map stakeholders by power and interest, then plan the handling.
Tell whether you got the delivery you paid for.
Track change adoption person by person, not milestone by milestone.
Match your response to whether things are clear, complicated, complex or chaotic.
The seven principles behind a controlled project environment.
Write objectives that can actually be measured.
Run meetings that work across several teams at once.
Treat team change as normal and design for it.
See work at strategy, coordination and team level at once.
Coach through emotion as well as goal and action.
Work a problem to root cause on a single sheet of paper.
Three sources of authority, and which one you are relying on.
Improve a process in five disciplined steps.
Skunk Works’ rules for running lean, fast projects.
Settle who does the work, who decides, and who just needs telling.
Start from the user’s problem before designing the solution.
Make an abstract audience specific enough to design for.
Connect strategy to what teams actually deliver.
Put numbers on branching choices before you commit.
Protect a schedule with buffers instead of padded tasks.
Structure a coaching conversation from contract to review.
Make every stakeholder a winner, or expect the project to fail.
Check whether seven parts of the organisation pull the same way.
Test whether dissatisfaction, vision and first steps outweigh resistance.
Diagnose which of four management styles your team is missing.
Work out why people actually comply, and what power you hold.
Separate urgent from important before you plan the week.
Take stock of strengths, weaknesses, opportunities and threats.
Set ambitious objectives and measure them honestly.
Sequence a large change so that it sticks.
Understand the nine behaviours a balanced team needs.
Decide what to build first, two different ways.
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