Specialized Dental Partners

• Build and lead the brand-new Enterprise Project Management Office (EPMO) for US Endo Partners / Specialized Dental Partners.

• Overcome resistance to professional project management as value of PMO was demonstrated.

• Trained team members on project management methodologies and best practices to raise the overall level of project management across the organization.

• Developed project management tools, templates, and processes to support complex projects.

• Process improvements have led to efficiency gains with several projects including dental practice onboardings and integrations.

• Leading the implementation of a work management application throughout the enterprise, resulting in efficiency and productivity gains.

• Overcoming departmental silos to bring teams together in working well collaboratively, helping to create a better work culture.

Director, Project Management Office

University of Tennessee, Knoxville

Executive Advisory Board Member - Digital Marketing Program

Tailor-Made Services, LLC

Co-Founder and Partner

JMT Consulting Group

•	Built and led the Project Management Office (PMO) for JMT Consulting

•	Developed PMO standard practices, processes, tools, and templates

•	Facilitated organizational change management and promote team collaboration

•	Managed and mentor global team of project managers of varying skillsets

•	Led a portfolio of the largest and most complex ERP & FP&A client projects with global teams ensuring conformance to project management best practices and controlling scope, cost, schedule and quality

•	Utilized Lean and Continuous Improvement methodologies to improve project management and organizational processes including contracts, scope and requirements management, stakeholder management, time & materials services, transparency and awareness of project metrics

•	PMO improvements led to significant improvements in client satisfaction, project efficiency, as well as significant reduction in expenses related to scope creep and time to project completion

Manager, Project Management

Boeing

•      One of only 2 program managers at the top technical level on the $30 billion 737 Program

•	Work Statement Manager for the 737 MAX Development Program, having implemented several process and documentation improvements

•	Risk, Issue and Opportunity (RIO) leader for the 737 Program, implementing several process improvements. 737 risk management is considered the gold standard for Boeing according to a top Boeing subject matter expert.

•     Enterprise Standard Gated Process leader for the 737 MAX.  New development aircraft are led through a gated process of reviews to ensure proper management and development of these complex aircraft that contain over 2 million parts. 

•	Created strong cross collaborative teams, improving working relationships between the 737 Program and Boeing Defense & Space (BDS) 

•	Managed 737 strategy and new feature studies totaling over $100 million, increasing Program revenues and providing per-unit cost savings by empowering and inspiring teams

•	Process improvements increased efficiency and improved communication within 737 Business Operations, allowing 10 percent faster progress by the team

•	Proactively took on new projects and shepherded them to success, using project integrated schedules with precedence networks and critical paths, and predicting and preventing risk to realize opportunities

•	Secured and managed funding in order to acquire and maintain resources for projects and keep within budget

•	Led the Boeing / Embry-Riddle Aeronautical University Daytona Beach Team, mentoring and recruiting students to bring in and retain top talent to promote a strong future for Boeing, and develop stronger ties and relationships with the university

Senior Program Manager - 737 Business Operations

737 Field Operations

•	Project manager for CPI rate studies. Lead analysis and presented requirements to 737 program leadership for 47.19, 52.5, 57.69 and future monthly production rates.  

•	737 Field Operations focal for the 737 MAX transition planning, creating the operational plan for Renton Field and Boeing Field while mitigating costs per program goals

•	Developed MAX EIS scenarios to support 737 Program LRBP goals

•	Risk & opportunity focal for 737 Field Operations

•	737 Field Operations focal for program and planning directive management

•	737 Field Operations program manager for P8 aircraft, working with PP&C, Engineering, and the Renton Factory to develop delivery schedules, manage flow, mitigate risks, resolving issues, build recovery plans, establish performance tracking metrics and manage costs

•	Develop forecast, production readiness, acquisition, and asset utilization plans to optimize resources in support of company initiatives for the 737 Program

•	Manage program budgets and forecasts to help create labor hiring and training plans

•	Lead the Flight Squawk Reduction Team, using analysis skills to help find solutions for top reflight squawks on 737 Boeing and Customer flights and identify issues in the 737 value stream

•	Collaborate with 737 Operations, Quality, Engineering, Flight Test, BDS, PP&C, Supplier Management, Finance, and Customer Relations to support on-time deliveries and manage work transfers

•	Analysis of metrics and trends in 737 factory rollout, travelers, and flight performance support strategic program level decisions, directly leading to flow reductions and quality improvements 

•	Project manager and leader of process improvement workshops that have led to multi-million dollar savings for Boeing

Methods Process / Operations Analyst - 737 Industrial Engineering

Microsoft

•	Promoted and trained a new e-procurement tool across the corporation that reduced time required for procurement processes by 33 percent

•	Synergized team by working through formal channels and informal network

•	Streamlined budget process for Procurement Department which decreased preparation time by 80 percent

Program Manager

Zones, Inc

•	Maintenance and analyses of marketing databases provided identification of market and customer trends that helped define the company’s strategic direction 

•	Development of customized reports using complex data manipulation techniques helped to raise awareness of customer and market trends

•	Data management and market segmentation led to over 100 successful marketing campaigns

•	Synchronized Customer Acquisition campaign that yielded a 400 percent return on investment (ROI)

•	Data analysis and customer analysis led to increased efficiency of sales force

•	Helped manage Customer Retention campaign that led to 20 percent growth in sales and record profits 

•	Applied market research to fulfill customer needs, obtain referrals, and create loyalty programs

•	Presented persuasive and creative marketing strategy and implementation to C-level management 

•	Served as a coach and mentor for 2 coworkers who excelled and received departmental awards

Database Marketing Analyst

Business operations and project management leader with 20+ years of experience working with customers, management, operations, IT, supply chain, contract negotiation, marketing and sales. PMP certified. Passionate about coaching, mentoring and career development. Skilled in leading diverse and cross-functional teams, budgeting, managing multiple and changing requirements, developing strategic plans, and process improvement. Vast experience in Lean techniques including Six Sigma, Value Stream Mapping, Root Cause Analysis, Kaizen, Poka Yoke, 5S, and leading improvement workshops. Multiple industry and academic awards. Team builder instilling trust and respect.


Strengths Include: 

-Project management
-Program management
-Data analysis and reporting
-Cross-functional collaboration
-Contract negotiation
-Scenario planning
-Lean enterprise and process re-engineering
-Process improvement
-Risk/Issue/Opportunity (RIO) management
-Rate/Production readiness (expansion management)
-Coaching & Mentoring

💡 PMO Mistake 13 (of 15): Hiring Like-Minded People

One issue that plagues many Project / Program Management Offices
(PMOs) is that they hire like-minded people.

Here are a few themes I often share:

✅ Program / project management is more of an art than a science. 

✅ Program / project management is all about the people and leadership.

The PM world is dynamic and always changing, meaning even best practices sometimes get usurped by new practices.

If PMOs aren’t adaptable to changing needs, then they will be left behind.

Similarly, 70% (or more) of a PM’s success is based on people and leadership skills including:

🎯 Communication

🎯 Marketing

🎯 Motivation

🎯 Drive

🎯 Strategic planning 

🎯 Work ethic

🎯 Negotiation

🎯 Team building

So it’s strange how most job requisitions for PMO team members (including PMO leaders) focus on technical skills or industry experience.

While industry experience can be beneficial, people can learn quickly and it’s the least important requirement for a good PM.

My last role was my first time employed in the medical industry. 🏥

Within 2 months after I was hired, some people thought I had been in the industry for years with the knowledge I had amassed.

Had medical industry knowledge been a hard requirement, I would’ve been passed up and the org wouldn’t have benefitted from the value I created. 😔

Orgs often look to hire PMs, BAs, and PMO leaders based on technical skills and industry knowledge when they don’t truly understand PMO success drivers.

A better practice is hiring a diverse group of PMO professionals that have the people skills to propel the PMO to the top.

If we just hire others who think just like us, we’ll struggle.

Hiring people who think differently will allow us to see things from more
angles, leading to better execution and outcomes. 👍

👉 My challenge to orgs and PMOs: ensure a technical foundation in hiring, but focus mostly on leadership and people abilities.
  
 Do that, and your PMOs and orgs will experience a greater level of success.


🤔 Does your org hire PMO professionals focusing on technical skills and industry experience, or does it focus on leadership and people skills?

How has that helped or hurt your org?

I’d love to hear your thoughts and examples in the comments! 
____________________
🌟 Want a leader for your business who can help transform your PMO into a strategic IMPACT DRIVER that can solve your greatest organizational
issues?

Today can be your lucky day! Reach out to me and let’s discuss what I can do for your org to support its goals and objectives! _________________
🔔 Ring the bell to follow me on LinkedIn for topics on #ProjectManagement, #ProgramManagement, #PMO, #BusinessTransformation, #CareerTips, #Leadership, and the rest of this #PMOMistakes series.

#ProjectManager #ProgramManager #BusinessAnalysis #BusinessAnalyst #ProjectManagementProfessional #PMOLeadership #PMOLeader #PortfolioManagement #Diversity #PeopleSkills #LeadershipSkills

Ethan Schwaber, MBA, MSA, PMP

💡PMO Mistake 14 (of 15): PMO Leader not a Jack (or Jill) of Many Trades

Like with any department, the leaders who run Project / Program Management Offices (PMOs) largely determine their success.

However, PMOs struggle when their leaders don’t have the necessary skillsets.

Being a PMO leader is one of the most difficult jobs in any organization, and many top leaders do not understand that.

Why is that? 🤔

Unlike other departments such as IT, HR, or Finance, PMOs’ existence often get called into question as many in orgs don’t fully understand the value that PMOs bring. 😔

(Imagine a CFO having to work with an org that doesn’t understand finance and questions his or her job).

Many don’t fundamentally understand what professional program and project management look like, or they believe many of the PMO myths (i.e. project management is an admin function).

To be successful in the role, PMO leaders should be strong in the following skillsets:


✅ Budgeting

✅ Data analysis

✅ Communication

✅ Motivating others 

✅ Building relationships

✅ Program management

✅ Portfolio management

✅ Risk / Issue / Opportunity management

Additionally, here are some other skills that PMO leaders will need to be successful (that many orgs don’t include when drafting PMO leader job postings):

🎯 Negotiation

🎯 Strategic ability

🎯 Attention to detail

🎯 Sales & marketing

🎯 Coaching / teaching ability 

🎯 Continuous improvement / Lean

In order for PMOs to be successful, a PMO leader needs to be a strategic planner, who is able to teach others at all different career levels, and market the benefits PMOs bring.

Without these skills, orgs can quickly turn their support for their PMOs.

👉 If you are a PMO leader (or an aspiring one) and need to develop some of these skill sets, consider taking courses, reading books on these topics, or hiring a PMO coach such as myself.

A little investment in YOU can make all the difference.

🤔 Does your PMO leader have all of these skills? If not, is your PMO struggling in any way across your org?
  
If you’re a PMO leader, how would you describe the challenges you face every day?

Have any of the skills I listed (or lack thereof) made a difference in dealing with those challenges?

I’d love to hear your thoughts and examples in the comments! 
____________________

🌟 Want a leader for your business who can help transform your PMO into a strategic IMPACT DRIVER that can solve your greatest organizational issues?

Today can be your lucky day! Reach out to me and let’s discuss what I can do for your org to support its goals and objectives! _________________

🔔 Ring the bell to follow me on LinkedIn for topics on #ProjectManagement, #ProgramManagement, #PMO, #BusinessTransformation, #CareerTips, #Leadership, and the rest of this #PMOMistakes series.

#ProjectManager #ProgramManager #BusinessAnalysis #BusinessAnalyst #ProjectManagementProfessional #PMOLeadership #PMOLeader #PortfolioManagement #PMOLeaderSkills

💡 PMO Mistake 12 (of 15): Ignoring Change Management

Some Project / Program Management Offices (PMOs) stay in the weeds of
managing projects. 🌱

For instance, they focus on reducing project costs, controlling scope, and producing high quality deliverables.

That all adds value to organizations.

Yet, some PMOs spend little (if any) on change management—controlling change and helping people adapt to change.

But think about this:

Every project brings about some change.

Perhaps it’s a new product or service, or perhaps a new process is developed.

In addition, top leadership are often pushing initiatives as they try to strategically transform their orgs.

You could have the best ideas in the world to promote, but there will always be people resistant to change. 😡

⭐️ This is where PMOs can shine, as they are uniquely positioned to help due to their exposure, influence, and team member skills.

Change management may be a specialty area of program & project management, but you’re not going to routinely see people skilled at it in any other department.

Here are some tips for PMOs to implement change management:

✅ Apply change management at both the micro (project) and macro (organization) levels.

✅ Ensure change management plans are standard practices with projects.

✅ Educate the organization including leadership around change management.

✅ Establish a benefits management framework that allows the org to focus on qualitative and quantitative aspects that are more difficult to measure.

✅ Train the teams leading change to enhance their skills on techniques, models, and awareness.

Change management has risen in popularity over the past 2 decades as more leaders understand the enormous value it brings.

This is why some Enterprise PMOs are actually called Change Management Offices.

👉 With PMOs being change management leaders, the acceptance of project deliverables and organizational initiatives will surely increase—which translates to larger margins and happier employees! 

Don’t forget about change management!👍


🤔 How involved is your PMO with change management? Does it focus on both the micro and macro levels?

How much of a factor is cultural resistance in your workplace? 

I’d love to hear your thoughts and examples in the comments!
 ____________________

🌟 Want a leader for your business who can help transform your PMO into a strategic IMPACT DRIVER that can solve your greatest organizational issues?

Today can be your lucky day! Reach out to me and let’s discuss what I can do for your org to support its goals and objectives! _________________

🔔 Ring the bell to follow me on LinkedIn for topics on #ProjectManagement, #ProgramManagement, #PMO, #BusinessTransformation, #CareerTips, #Leadership, and the rest of this #PMOMistakes series.

#ProjectManager #ProgramManager #BusinessAnalysis #BusinessAnalyst #ProjectManagementProfessional #PMOLeadership #PMOLeader #PortfolioManagement #ChangeManagement #CulturalResistance

💡 PMO Mistake 15 (of 15): Not focusing on the people

PMOs are often called Project / Program Management Offices, but the “P”
could be referred to as “People.”

👉 Whether you’re running projects, programs, or portfolios, or working the higher-level enterprise challenges like strategy, prioritization, risk management, and resource management, people are at the heart of all of these activities.

This is why as a PMO leader, I focus on the people. In my mind, there are 3 circles to consider.

1️⃣ The first inner circle are the PMO team members. 

As their formal leader, it’s the PMO leader’s responsibility to first take care of them.

Taking care of your PMO team means:

✅ Developing skillsets

✅ Paying market wages

✅ Mentoring and coaching

✅ Ensuring a work-life balance

✅ Ensuring they have proper training

✅ Promoting physical and mental well-being

Basically, the PMO leader needs to set the team up for success. 

2️⃣ The second circle involves the rest of the org’s employees.

Given that project or program management can affect every employee in an org, PMOs have an obligation to bring positive change.

For instance, running projects well, managing risks appropriately, and proper prioritization leads to happier employees who can realize work-life balance too.

3️⃣ Finally, the third circle of people are external stakeholders.

The better PMOs perform, the more products and services will be on-time to market and have high quality.

Customers and society benefit from products and services that meet their needs.

🙌 Thank you to all those who have come along the journey in this series, where I outlined 15 top PMO mistakes. 

I appreciate all the opinions and experiences shared, sparking some great discussion!

(For those who may have missed some series’ posts, I will add them in the comments).

I hope the tips shared help PMOs and PMO leaders around the world perform at higher levels. 📈

I believe in you! 


🤔 What do you think about “P” standing for “People” with PMOs?

In what other ways can PMOs or PMO leaders take care of people? 

I’d love to hear your thoughts and examples in the comments! 
____________________

🌟 Want a leader for your business who can help transform your PMO into a strategic IMPACT DRIVER that can solve your greatest organizational issues?
  
Today can be your lucky day! Reach out to me and let’s discuss what I can do for your org to support its goals and objectives! _________________

🔔 Ring the bell to follow me on LinkedIn for topics on #ProjectManagement, #ProgramManagement, #PMO,
#BusinessTransformation, #CareerTips, and #Leadership.

#ProjectManager #ProgramManager #BusinessAnalysis #BusinessAnalyst #ProjectManagementProfessional #PMOLeadership #PMOLeader #PortfolioManagement #PMOLeaderSkills #People #HelpingOthers #PositiveChange

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