{"id":3481,"date":"2013-03-14T12:55:16","date_gmt":"2013-03-14T11:55:16","guid":{"rendered":"http:\/\/www.solucominsight.fr\/?p=3481"},"modified":"2015-01-21T09:55:39","modified_gmt":"2015-01-21T08:55:39","slug":"quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation","status":"publish","type":"post","link":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/03\/quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation\/","title":{"rendered":"Quelle place pour la cellule PMO dans les programmes de transformation ?"},"content":{"rendered":"

Les programmes de transformation sont des \u00e9v\u00e8nements sensibles \u00e0 l\u2019\u00e9chelle de l\u2019entreprise. Dans un contexte \u00e9conomique tendu, leur ma\u00eetrise devient un enjeu majeur. Selon la maturit\u00e9 des entreprises et de l\u2019importance des projets, une cellule de Program Management Office (PMO) est mise en place pour en assurer la gestion. La cellule PMO est confront\u00e9e \u00e0 de nombreux d\u00e9fis et doit remplir des fonctions qui semblent inconciliables (contr\u00f4le versus support).<\/em><\/p>\n

Un appui pour le management\u2026<\/h2>\n

L\u2019activit\u00e9 principale d\u2019une cellule PMO est de consolider des donn\u00e9es afin de r\u00e9aliser le reporting du programme. Le suivi des 6 axes de pilotage (qualit\u00e9, d\u00e9lai, co\u00fbts, risques, ressources et changements) apporte au management les \u00e9l\u00e9ments n\u00e9cessaires d\u2019aide \u00e0 la d\u00e9cision. Mais limiter le r\u00f4le de la cellule \u00e0 cette seule activit\u00e9 de coordination cr\u00e9e une distance avec les \u00e9quipes op\u00e9rationnelles. Cette distance limite la remont\u00e9e d\u2019informations fiables de la part des \u00e9quipes et rend impossible toute conduite du changement efficace.<\/p>\n

\u2026mais \u00e9galement pour les acteurs op\u00e9rationnels<\/h2>\n

La constitution d\u2019une cellule compos\u00e9e d\u2019\u00e9quipes de pilotage et d\u2019\u00e9quipes de r\u00e9alisation assure un pilotage efficace, sans perturbation de l\u2019activit\u00e9 r\u00e9currente. De plus, l\u2019autonomie de cette cellule permet de r\u00e9aliser rapidement les arbitrages n\u00e9cessaires et d\u2019acc\u00e9l\u00e9rer la prise de d\u00e9cision. Cette autonomie et cette ind\u00e9pendance dans la prise de d\u00e9cision augmentent le risque d\u2019effet tunnel. Il devient alors indispensable de r\u00e9aliser une conduite du changement forte aupr\u00e8s des \u00e9quipes en fin de programme.<\/p>\n

Le dialogue en r\u00e9ponse \u00e0 la r\u00e9sistance au changement<\/h2>\n

La cellule PMO est souvent confront\u00e9e \u00e0 la r\u00e9ticence des chefs de projet qui la per\u00e7oive comme un acteur interf\u00e9rant dans leur relation avec le management. L\u2019ajout de ressources techniques \u00e0 la cellule minimise ces r\u00e9sistances. Cette structure permet d\u2019apporter le support n\u00e9cessaire en termes de communication et de gestion du changement. Les \u00e9quipes op\u00e9rationnelles restent autonomes sur leur p\u00e9rim\u00e8tre et disposent d\u2019un relai op\u00e9rationnel\u00a0garantissant la coh\u00e9rence technique. Ce relai restant toutefois \u00e9loign\u00e9 des \u00e9quipes, il ne peut pas garantir la fiabilit\u00e9 de l\u2019avancement qui lui est remont\u00e9.<\/p>\n

Imposer la l\u00e9gitimit\u00e9 de la fonction et assurer la perception de sa valeur ajout\u00e9e<\/h2>\n

Il est courant pour une cellule PMO d\u2019\u00eatre per\u00e7ue comme une couche additionnelle \u00ab\u00a0superflue \u00bb de la gestion de projet. Si la l\u00e9gitimit\u00e9 du PMO d\u00e9pend en partie de son positionnement hi\u00e9rarchique et de sa proximit\u00e9 avec le management, il est n\u00e9cessaire d\u2019asseoir son existence aupr\u00e8s des op\u00e9rationnels. L\u2019implication de relais d\u00e9di\u00e9s dans les \u00e9quipes op\u00e9rationnelles permet de cr\u00e9er un lien fort avec la direction de programme. Il convient d\u00e8s lors d\u2019en faire un vecteur privil\u00e9gi\u00e9 de communication pour l\u2019ensemble des acteurs. Partager avec l\u2019ensemble des contributeurs les synth\u00e8ses r\u00e9alis\u00e9es permet de leur fournir la visibilit\u00e9 sur l\u2019importance des informations qu\u2019ils transmettent. Ces contacts r\u00e9guliers permettront d\u2019inclure les contributeurs lors de la construction des outils de pilotage, de prendre en compte leurs remarques et ainsi de s\u2019inscrire dans une dynamique d\u2019am\u00e9lioration continue. En effet, au travers de ces contacts r\u00e9guliers, la cellule PMO r\u00e9cup\u00e9rera des cl\u00e9s de compr\u00e9hension parfois absentes des reportings et autres \u00e9changes de mails. Cette proximit\u00e9 avec l\u2019ensemble des acteurs permet \u00e0 la cellule PMO d\u2019\u00eatre per\u00e7ue comme un acteur du programme \u00e0 part enti\u00e8re.<\/p>\n

Pour assurer la p\u00e9rennit\u00e9 de la fonction de PMO, il faut aller au-del\u00e0 des fonctions \u00ab\u00a0classiques\u00a0\u00bb de coordination. Des alternatives existent telles que les \u00ab m\u00e9tar\u00e8gles \u00bb d\u00e9crites par F. Jolivet*. L\u2019implication d\u2019acteurs d\u00e9di\u00e9s aux c\u00f4t\u00e9s des \u00e9quipes op\u00e9rationnelles permet d\u2019imposer cette cellule comme un acteur n\u00e9cessaire et reconnu de tous.<\/p>\n

* \u00ab\u00a0Manager l’entreprise par projets : Les M\u00e9tar\u00e8gles du management par projet\u00a0\u00bb, Fran\u00e7ois Jolivet<\/p>\n","protected":false},"excerpt":{"rendered":"

Les programmes de transformation sont des \u00e9v\u00e8nements sensibles \u00e0 l\u2019\u00e9chelle de l\u2019entreprise. Dans un contexte \u00e9conomique tendu, leur ma\u00eetrise devient un enjeu majeur. Selon la maturit\u00e9 des entreprises et de l\u2019importance des projets, une cellule de Program Management Office (PMO)…<\/p>\n","protected":false},"author":1269,"featured_media":3490,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"page-templates\/tmpl-one.php","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[35],"tags":[1038,856,1037,1036,1034,1035],"coauthors":[],"class_list":["post-3481","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-strategie-projets-it","tag-facteurs-cles-de-succes","tag-gestion-de-projet","tag-legitimite","tag-pilotage-de-programme","tag-pmo","tag-reporting"],"acf":[],"yoast_head":"\nLa cellule PMO : comment transformer l'essai ? - SolucomINSIGHT<\/title>\n<meta name=\"description\" content=\"Les programmes de transformation sont des \u00e9v\u00e8nements sensibles \u00e0 l\u2019\u00e9chelle de l\u2019entreprise. 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La cellule PMO est confront\u00e9e \u00e0 de nombreux d\u00e9fis et doit remplir des fonctions qui semblent inconciliables (contr\u00f4le versus support).","breadcrumb":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/03\/quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation\/#breadcrumb"},"inLanguage":"en-US","potentialAction":[{"@type":"ReadAction","target":["https:\/\/www.riskinsight-wavestone.com\/en\/2013\/03\/quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation\/"]}]},{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/03\/quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation\/#primaryimage","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/03\/balance-loi-Fotolia_33754935_M-copyright-Corgarashu.jpg","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2013\/03\/balance-loi-Fotolia_33754935_M-copyright-Corgarashu.jpg","width":1690,"height":1124},{"@type":"BreadcrumbList","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/2013\/03\/quelle-place-pour-la-cellule-pmo-dans-les-programmes-de-transformation\/#breadcrumb","itemListElement":[{"@type":"ListItem","position":1,"name":"Accueil","item":"https:\/\/www.riskinsight-wavestone.com\/en\/"},{"@type":"ListItem","position":2,"name":"Quelle place pour la cellule PMO dans les programmes de transformation ?"}]},{"@type":"WebSite","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#website","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","name":"RiskInsight","description":"The cybersecurity & digital trust blog by Wavestone's consultants","publisher":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization"},"potentialAction":[{"@type":"SearchAction","target":{"@type":"EntryPoint","urlTemplate":"https:\/\/www.riskinsight-wavestone.com\/en\/?s={search_term_string}"},"query-input":{"@type":"PropertyValueSpecification","valueRequired":true,"valueName":"search_term_string"}}],"inLanguage":"en-US"},{"@type":"Organization","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#organization","name":"Wavestone","url":"https:\/\/www.riskinsight-wavestone.com\/en\/","logo":{"@type":"ImageObject","inLanguage":"en-US","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/","url":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","contentUrl":"https:\/\/www.riskinsight-wavestone.com\/wp-content\/uploads\/2021\/08\/Monogramme\u2013W\u2013NEGA-RGB-50x50-1.png","width":50,"height":50,"caption":"Wavestone"},"image":{"@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/logo\/image\/"}},{"@type":"Person","@id":"https:\/\/www.riskinsight-wavestone.com\/en\/#\/schema\/person\/61c2fe74fad6b31442e1706ccacf3421","name":"zephSolucomBO","url":"https:\/\/www.riskinsight-wavestone.com\/en\/author\/zephsolucombo\/"}]}},"_links":{"self":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3481","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/users\/1269"}],"replies":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/comments?post=3481"}],"version-history":[{"count":11,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3481\/revisions"}],"predecessor-version":[{"id":3991,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/posts\/3481\/revisions\/3991"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media\/3490"}],"wp:attachment":[{"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/media?parent=3481"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/categories?post=3481"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/tags?post=3481"},{"taxonomy":"author","embeddable":true,"href":"https:\/\/www.riskinsight-wavestone.com\/en\/wp-json\/wp\/v2\/coauthors?post=3481"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}