| © 2022 Freed Associates, Inc. 16 Think About Program Management Differently. Your ProgramManagement Office (PMO) is most likely used to managing status and financials with a heavy governing hand. Adhering to “test and learn” requires the PMO to let go and empower project teams to take an adaptive approach. The PMO must be aligned with delivering on a desired consumer experience and be focused on removing constraints, coordinating across project teams, and continuously shifting available funding and resources to the highest value work. This is not an easy change for a traditional PMO. It requires an abundance of support for frequent changes driven by continuous consumer feedback. Start Change Management Early. A shift to addressing consumer needs and adopting a culture of learning presents fundamentally different ways of doing business for healthcare organizations. Don’t underestimate the amount of communication and support that executives, providers, and staff will need to embrace this change in thinking and the ways that they work. Change management often requires a project team to successfully move an organization forward. There are many change management frameworks and models that can help you build a foundation for success when it comes to this type of complex work, including Kotter, ADKAR, and Switch. Most frameworks and models include the core steps of conducting pre-work, managing resistance, developing the change plan, and implementing and monitoring the change.
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