CHAPTER 10The Learning Engine
This chapter addresses a strategic core capability of the PMO, namely learning. Future organizations are like learning engines . With the changing way of doing business and the strategic role programs and projects play, executive leadership is finally realizing the golden opportunity it has to use their initiatives as a way to anchor the foundation of learning across lines of the business. The horizontal way of working these initiatives require and allow these initiatives’ leaders to turn their roadmaps and plans into distinct milestones for learning.
This does not come easy as there are still remaining stigmas from the cultures of the older generation organizations, where some residual of command and control remains. The PMO has to step up and drive this learning transformation. Documenting, analyzing, sharing, and engaging are four of the focus areas PMOs have to master to create fluidity of the learning exchanges. In tomorrow’s enterprises, the executives, and even the board of directors are the ones to set the tone for this learning engine and have to make it a strategic priority. The PMO has the ownership of executing that strategy and making it about value and not a checking the learning hours box exercise.