Challenges

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Lack of Prioritization:

Despite having an assigned sponsor, projects suffered from a lack of prioritization. Random assignments were the norm, resulting in a scattering of efforts without clear objectives.

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Building Trust and Gaining Rapport:

Due to the internal promotion structure, many PMs were unfamiliar with the strategic importance of their roles. They needed to earn trust and build rapport not only within their teams but also across other departments. This process was slow and required PMs to demonstrate their value through small, incremental successes.

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Navigating Departmental Silos:

The rigid departmental structure of the organization created silos that hindered collaboration. PMs often encountered resistance when trying to involve other departments, leading to delays and missed opportunities.

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Solution

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Strategic Engagement with Stakeholders:

The PMO encouraged PMs to identify areas where stakeholders needed assistance while simultaneously looking for other opportunities to add value. This proactive approach helped PMs to gain trust and demonstrate their strategic importance within the organization.

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Tailored Training and Support:

Recognizing the unique challenges faced by internally promoted PMs, the PMO introduced targeted training programs focused on project management fundamentals. These programs were designed to bridge the knowledge gap and provide PMs with the tools and techniques necessary to manage complex projects effectively.

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Pipeline Management and Future Planning:

To address the lack of prioritization, the PMO implemented a pipeline management system. This system allowed for better future planning, especially for research and clinical trials, as well as FDA submissions. By streamlining the process and providing clear guidelines for project prioritization, the PMO helped to ensure that resources were allocated effectively, and projects were completed on time and within scope.

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Results

• Increased PM Confidence:
  PMs became more confident in their roles, mastering the ability to prioritize tasks and manage stakeholder expectations effectively.
  
• Improved Trust and Collaboration:
  PMs built trust and rapport across departments, breaking down silos and fostering a more collaborative working environment.
• Enhanced Project Execution:
  The introduction of tailored training and a pipeline management system provided the necessary structure, leading to more efficient project execution, particularly in research, clinical trials, and FDA submissions.
• Increased Stakeholder Satisfaction:
  Improved project outcomes and alignment with strategic goals led to higher stakeholder satisfaction, reinforcing the PMO's critical role within the company.

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