About HRPMO

I began using project management tools as an internal HR Practitioner because I was involved in projects non-stop. But I never realized there was a formal structure that I could be using; I just created a rudimentary plan using an Excel file. I discovered dependencies in a project because I had to consider the sequence of tasks when I planned something like Open Enrollment. And I discovered the value of change management and communications when I listened to managers complain about projects’ disruption to operations.  

Years later, I discovered there was actually a formal project management structure managed primarily by Project Management Institute. I was shocked that I had never been introduced to it – it was never mention in my university education on business, nor was it mentioned in Human Resources education or training. It was a consultant who told me, “Yes, HR does projects all the time!” Yet, now working as an independent contractor, I worked with HR professionals all the time who told me they weren’t “project managers”. 

As a contractor, at first I worked extensively in technology, then I began to work with ERP planning and strategy. The more I learned, the more fascinated I became with the application of these methodologies to the Human Resources function. How many times, I thought, did I struggle with homemade project plans on Excel files, too many risks, making mistakes in execution, my inability to solve a problem using business analysis. All along, these tools could have been available to help me perform at a higher level. I founded HRPMO Inc. (first as HR Logistics LLC) because I recognized the opportunity for Human Resources to upskill to a more strategic level by integrating standardized methodologies, business analysis, cost management and program management into HR Operations and Strategic Planning.

The value of HRPMO’s approach to a project, and the training that we offer on our approach, is that I have made this journey personally – from HR Practitioner to HR business analyst to strategic planner. I still don’t find much evidence that these skills are being taught to Human Resources professionals through college curriculums or  certification courses. This means your HR team does not have the exposure to the methods and critical thinking that can make them a strategic partner to the organization.

Working with HRPMO – or upskilling through our training – is designed to educate and upskill your HR team and help them translate the human value of your workforce into organizational performance. We can help HR draw a direct line between HR Strategy and the organization. The workforce represen ts 25-30% of fixed expenses for every organization – sometimes more. The business impact of this upgrade for Human Resources pays dividends for years to come.

HRPMO has evolved from technology to business process to operations. Through our journey, we have learned these rules of thumb about transformation and change:

1. Embarking on an organizational change or transformation journey is about improving performance.
2. Without stakeholder buy-in, performance results cannot be created.
3. Without measuring results, performance cannot be proven.
4. Without proving performance results, the journey has no value.
5. Successful transformation leadership needs tools to accomplish Rules 1-4.