logo
#

Latest news with #PMO

The Case For Moving Capability Building From HR To PMO
The Case For Moving Capability Building From HR To PMO

Forbes

time2 days ago

  • Business
  • Forbes

The Case For Moving Capability Building From HR To PMO

Peter Beven, CEO of iEC Professional and a leader at the intersection of education, technology innovation and organizational transformation. This may upset some human resources HR leaders, but I believe that for too long, capability building has been miscategorized as an HR function. Because of this, it often ends up sitting quietly in the corner of the organization, far from the action. It gets packaged as employee retention, training plans, learning management system (LMS) completions—training programs that tick boxes but don't shift performance. But here's the uncomfortable truth I have come to realize: In project-based organizations where execution speed, delivery performance and adaptability are everything, this model of HR-run capability building isn't just outdated—it may be holding you back. Shifting From HR To PMO If capability is the engine of delivery, why isn't it embedded where delivery actually happens—the project management office (PMO)? My underlying rationale for this argument is that HR is designed for consistency, whereas the PMO is designed for performance. This isn't a dig at HR. HR plays a vital role in managing workforce systems, policies and employee life cycle processes that support organizational stability, compliance and culture. But let's be honest: HR is geared for consistency and control. It's designed to support the employee life cycle, not the delivery life cycle. The PMO, on the other hand, is designed for movement, for execution, for impact. It works at the sharp edge of strategy: turning ambition into reality through coordinated delivery. It sees firsthand where the capability bottlenecks are, which tools are underutilized and which teams are underperforming. Capability As Both A Delivery And A Development Issue Projects fail when skills don't match the work to be done. In complex project environments, this issue can become even more profound. In my experience, many missed milestones and blown budgets come down to one thing: The team didn't have the right capability at the right time. And yet we still treat capability building as something separate from delivery. Teams wait for annual training plans, generic courses or slow approval processes. Meanwhile, the work keeps moving. I believe capability building needs to be in the hands of the PMO because they are already embedded in project planning, performance tracking, milestone reviews and delivery risk management. PMO typically finds out, faster and more clearly than HR, where capability gaps are emerging and what's needed to close them. Shifting capability building from HR to PMO may not work for everyone, but I highly recommend it if your organization is heavily tech-centric or has high digital maturity. I have found through working with my own company that embedding capability building into the PMO of a project-based organization can lead to teams being more agile, responsive and equipped with the vital skills needed for productivity transformation—particularly in increasingly complex environments. This can help you consistently deliver projects and services on time, on budget and with outcomes that matter. Five Steps To Make The Shift For Project-Based Organizations 1. Reframe capability as a delivery asset. Stop talking about training plans and start talking about delivery enablement. Position capability as a lever for delivery excellence and not as an HR 'initiative.' 2. Relocate or co-locate the capability function. Move the capability function into the PMO. Create a dual operating model where the PMO drives delivery-focused capability while HR supports foundational and enterprise-wide needs. 3. Measure what matters. Put performance over participation: Adopt a capability measurement model that links skill growth to project performance and productivity metrics, including timelines, quality, cost and customer outcomes. 4. Build just-in-time, embedded learning infrastructure. Replace generic training with project-embedded, microcredential learning that is aligned to priority competencies. Build content libraries, enable expert coaching and create systems that deliver learning in the flow of work. 5. Build a competency-based workforce. Redesign your jobs based on the skills needed for each role, and align all roles, skills and development to clearly defined capabilities. Utilizing AI For Just-In-Time Capability Building AI can be one of the biggest enablers for shifting capability-building duties from HR to PMO. Forget the narrative of self-styled gurus that say AI is just the copilot to jobs; it can do so much more. It stands to totally transform jobs, not just at the periphery but across the board. For example, earlier this year, Moderna announced its move to merge technology and HR into a single function under the CIO office to align with changes brought on by AI technology. This is just one of the latest signs that artificial intelligence is bringing big changes to the workforce. Here are several ways you can utilize AI to help your PMO deliver in capability building: • Use project delivery analytics for real-time capability gap detection. • Develop and deliver role-specific expert learning content, on demand and derived from industry best practices. • Verify and validate skills in all training and by all providers. • Enable dynamic skills mapping and personalized learning-pathway generation, especially for capability uplift. • Embed AI coaching within project management tools. • Use project metrics and performance data to drive learning. • Implement workforce capability forecasting and delivery-readiness simulation. Final Thoughts Let's be clear: This shift may ruffle feathers. Traditional HR and L&D leaders may see this as a land grab. It's not. It's about recognizing that transformational capability building shouldn't be managed as a support function anymore—not when delivery is on the line. This is a call to elevate capability, not sideline HR. I believe the future is collaborative, but it's also urgent. In project-based environments, capability should be owned by those closest to the work, the performance and the results. This shift is about repositioning capability as a strategic, embedded and responsive engine of delivery excellence. And that requires bold change. The PMO has evolved from a governance body to a strategic powerhouse. It's time to go further and make it the beating heart of organizational capability. Forbes Business Council is the foremost growth and networking organization for business owners and leaders. Do I qualify?

Changes to IBC Finalised After PMO Approval
Changes to IBC Finalised After PMO Approval

Time of India

time3 days ago

  • Business
  • Time of India

Changes to IBC Finalised After PMO Approval

The corporate affairs ministry has finalised amendments to the Insolvency and Bankruptcy Code (IBC), following approval by the Prime Minister's Office (PMO), people with knowledge of the matter said. This comes after months of deliberations and is aimed at expediting the resolution of bankrupt firms and bolstering recoveries by creditors. The proposed amendments include a framework for each of the three types of bankruptcy resolutions under the IBC—creditor-led resolution, cross-border insolvency and corporate group bankruptcy. These changes are the latest by the Centre since 2021 as it seeks to strengthen the code, said the people cited. Between its launch in May 2016 and 2021, the IBC had been amended six times to respond to emerging challenges in resolving bankrupt firms. The government had since then refrained from further tinkering to allow the bankruptcy ecosystem to take root. In a meeting on June 6 chaired by Shaktikanta Das, principal secretary to Prime Minister Narendra Modi, the changes were discussed in detail, one of the people told ET. Accordingly, the ministry will move a cabinet note shortly following approval by finance and corporate affairs minister Nirmala Sitharaman, aiming to introduce the amendments in the upcoming monsoon session of parliament starting July 21, they said. Das is former governor of the Reserve Bank of India. However, the amendments are unlikely to include any provision aimed at avoiding a repeat of the situation that arose after the Supreme Court, in May, scrapped JSW Steel's ₹19,700 crore acquisition of Bhushan Power and Steel four years ago, flagging violations of rules or processes. This is because the apex court had upheld the integrity and intent of the IBC and underscored the need to abide by prescribed legal processes on the part of all stakeholders, said the people cited. However, regulations could be changed to ensure IBC processes are followed in letter and spirit during acquisitions, they said. Changes in regulations won't require parliamentary approval. Creditor-led resolution: The creditor-led resolution framework will largely involve out-of-court arrangements. This will lower the workload of the National Company Law Tribunal (NCLT) by enabling the committee of creditors to take on greater responsibility and expedite stressed asset resolution , ET has reported. Cross-border insolvency: In a change of the earlier plan, the government now intends to introduce the cross-border insolvency framework under the IBC, the people said. This will be tailored around a model United Nations law and aim to ensure easier access for creditors to overseas assets of stressed companies. Such a framework would enable India to seek cooperation from foreign countries to bring defaulters' assets there under consideration for insolvency proceedings. Group insolvency: The ministry will also introduce the 'voluntary' group insolvency framework that will facilitate a joint resolution of stressed entities of a domestic corporate group, given the interconnected nature of their operations. ET had earlier reported that the framework could empower the committees of creditors of various bankrupt companies of a group to decide if they need to join hands to speed up resolution and maximise gains or pursue the processes separately. It will apply only to a group's bankrupt companies and won't extend to its solvent entities. Currently, resolutions of individual entities of a group are pursued separately by their respective creditors. A proper group insolvency framework was necessitated after the interconnected nature of group companies had delayed resolution in a few cases, such as those of Videocon, Era infrastructure, Lanco, Educomp, Amtek, Adel, Jaypee and Aircel.

Changes to IBC finalised after months of talks, PMO approval
Changes to IBC finalised after months of talks, PMO approval

Time of India

time3 days ago

  • Business
  • Time of India

Changes to IBC finalised after months of talks, PMO approval

The corporate affairs ministry has finalised amendments to the Insolvency and Bankruptcy Code (IBC), following approval by the Prime Minister's Office (PMO), people with knowledge of the matter said. This comes after months of deliberations and is aimed at expediting the resolution of bankrupt firms and bolstering recoveries by creditors. The proposed amendments include a framework for each of the three types of bankruptcy resolutions under the IBC — creditor-led resolution , cross-border insolvency and corporate group bankruptcy. The new frameworks These changes are the latest by the Centre since 2021 as it seeks to strengthen the code, said the people cited. Between its launch in May 2016 and 2021, the IBC had been amended six times to respond to emerging challenges in resolving bankrupt firms. The government had since then refrained from further tinkering to allow the bankruptcy ecosystem to take root. In a meeting on June 6 chaired by Shaktikanta Das, principal secretary to Prime Minister Narendra Modi, the changes were discussed in detail, one of the people told ET . Accordingly, the ministry will move a cabinet note shortly following approval by finance and corporate affairs minister Nirmala Sitharaman, aiming to introduce the amendments in the upcoming monsoon session of parliament starting July 21, they said. Live Events Das is former governor of the Reserve Bank of India. However, the amendments are unlikely to include any provision aimed at avoiding a repeat of the situation that arose after the Supreme Court, in May, scrapped JSW Steel's ₹19,700 crore acquisition of Bhushan Power and Steel four years ago, flagging violations of rules or processes. This is because the apex court had upheld the integrity and intent of the IBC and underscored the need to abide by prescribed legal processes on the part of all stakeholders, said the people cited. However, regulations could be changed to ensure IBC processes are followed in letter and spirit during acquisitions, they said. Changes in regulations won't require parliamentary approval. Creditor-led resolution The creditor-led resolution framework will largely involve out-of-court arrangements. This will lower the workload of the National Company Law Tribunal (NCLT) by enabling the committee of creditors to take on greater responsibility and expedite stressed asset resolution , ET has reported. Cross-border insolvency In a change of the earlier plan, the government now intends to introduce the cross-border insolvency framework under the IBC, the people said. This will be tailored around a model United Nations law and aim to ensure easier access for creditors to overseas assets of stressed companies. Such a framework would enable India to seek cooperation from foreign countries to bring defaulters' assets there under consideration for insolvency proceedings. Group insolvency The ministry will also introduce the 'voluntary' group insolvency framework that will facilitate a joint resolution of stressed entities of a domestic corporate group, given the interconnected nature of their operations. ET had earlier reported that the framework could empower the committees of creditors of various bankrupt companies of a group to decide if they need to join hands to speed up resolution and maximise gains or pursue the processes separately. It will apply only to a group's bankrupt companies and won't extend to its solvent entities. Currently, resolutions of individual entities of a group are pursued separately by their respective creditors. A proper group insolvency framework was necessitated after the interconnected nature of group companies had delayed resolution in a few cases, such as those of Videocon, Era Infrastructure, Lanco, Educomp, Amtek, Adel, Jaypee and Aircel.

Iraq spends $1.52 billion to complete investment projects
Iraq spends $1.52 billion to complete investment projects

Iraqi News

time3 days ago

  • Business
  • Iraqi News

Iraq spends $1.52 billion to complete investment projects

Baghdad ( – The Iraqi Prime Minister, Mohammed Shia Al-Sudani, ordered on Tuesday to accelerate the financing of several investment projects in Iraq. Al-Sudani's decision was made during a meeting chaired to approve the dues for investment projects carried out by Iraqi ministries, according to a statement released by the Prime Minister's Office (PMO). The meeting addressed the details of the projects and authorized the release of two trillion Iraqi dinars ($1.52 billion) to cover the ministries' investment plan projects. The meeting also authorized 1.4 trillion Iraqi dinars (approximately $1.07 billion) to fund investment projects in different Iraqi provinces, according to the statement. Al-Sudani urged the Ministry of Finance and the Ministry of Planning to accelerate funding procedures to ensure that projects are completed as soon as possible. This step demonstrates the government's commitment to completing its service projects, which will be implemented more quickly in accordance with the government's agenda to develop productive investment, service, and economic sectors.

The Emergency's True Legacy: How JP's Naivety Empowered the RSS
The Emergency's True Legacy: How JP's Naivety Empowered the RSS

The Wire

time3 days ago

  • Politics
  • The Wire

The Emergency's True Legacy: How JP's Naivety Empowered the RSS

Fifty years ago, on June 25, 1975, when the Emergency was promulgated, Natwar Singh, a self-appointed Principal Acolyte of the Nehru-Gandhi clan, was India's deputy high commissioner in London. Indira Gandhi's decision to experiment with an authoritarian format left him (and many other liberal souls) flummoxed, and, consequently he sought answers from H.Y. Sharada Prasad, information adviser in the PMO and a born wise man. Natwar Singh lamented that while he could deal competently with India's traditional critics in Britain, he was at a loss when it came to responding to the numerous admirers of Jawaharlal Nehru and Indira Gandhi who could not understand the turn India had taken towards a soft Prasad must have had a ringside view of the developments that led to the June 25 denouement. He took nearly a month before responding, on July 20, gently telling Natwar Singh to make a distinction between 'the minutiae' and 'the essence.' And, as Sharada Prasad most clear-sightedly noted, the essence was that Jayaprakash Narayan's crusade against the government had crossed a red-line when he, wittingly or unwittingly, allowed Nanaji Deshmukh of the RSS to take over as commanding officer of the 'movement.'Sharada Prasad concluded his letter to Natwar Singh with a penetrating observation: '.. the entire operation was necessary to save our political structure. When we speak of our political structure or aims, the leftists speak only of socialism, the Anglo-US-European liberals only of pluralistic democracy, neither group gives much importance to secularism. Secularism is the base of Indian democracy. The cardinal mistake of JP and company was to hand over the controls to RSS and no man in his senses can ever say that an RSS-led opposition front can preserve a system based upon religious tolerance and equality.'How years later, the sarsanghchalak, Mohan Bhagwat, enjoys Z-plus security cover. He is allowed to do his pravachans in Vigyan Bhavan, and otherwise is serenaded as the second most powerful person in the country. Thanks to JP, the RSS, the very organisation that created the eco-system for Nathuram Ghose to fire those fatal shots at the Mahatma, has worked its way to a 'respectable' place in our national imagination. Not just respect, it now has clout, patronage and veto power in our national historian doing an audit 50 years later of this sage of the Emergency era is obliged to ask: how could a man like JP, so learned and so well steeped in an understanding of global forces and ideas battling it out on the boulevards in Europe, fail to foresee how his 'total revolution' cookie would crumble? He had no foot-soldiers, no cavalry, no artillery of his own, no tank divisions; he mistook a motley crowd of various 'vahinis' that had staged tableaus of streets protests and chaos in Patna and Ahmedabad as the vanguard of a revolution. The only outfit that had disciplined cadres was the RSS, and, inevitably, it acquired an operational stranglehold on the 'movement.'Not only did Jayaprakash Narayan choose to be oblivious of history abroad, he even jettisoned his own understanding of the Indian realities and the nature of the RSS's spots. He insisted that he had tried to 'decommunalise them by allowing them to join our movement for total revolution. Any impartial observer would agree that this has been a significant contribution of this movement to the ideal of religious tolerance or secularism as it is called. I have thus tried to strengthen the foundation of secularism by bringing Jana Sangh and the RSS into the secular fold of total revolution.' Those clever men in Nagpur have not since stopped laughing at the saint's touching naiveté.Even though Indira Gandhi and her Emergency were disposed of by the voters in the 1977 Lok Sabha polls, a lasting consequence was that the Janata crowd had developed a soft corner for the RSS. A trenchant critic like Madhu Limaye thought that the 'coming together of a large number of RSS workers and other supporters of the JP movement under the roof of Mrs. Indira Gandhi's jails had promoted better understanding among the RSS cadres and other people.' But when Limaye and others tried to bring the RSS and other pro-JP organizations under one roof, Nagpur's response was a resounding 'no deal.' The Jana Sangh segment of the Janata Party never surrendered its separate identity, its own allegiance and its mysterious loyalty to the RSS, even if this meant the premature collapse of the Morarji Desai government and the return to power of is no secret that Janata Party warlords found Jayaprakash Narayan utterly dispensable the moment they entered their ministerial offices atop Raisina Hill. And when the inevitable squabbles began and JP tried to instil some sense among the factional bosses, Prime Minister Morarji Desai ticked him off for wanting to poke his nose in the Janata Party's internal matters. So much for JP's moral authority. The prophet was without a country, doomed to be biggest loser in the Emergency the other hand, the RSS, has continued to build on its JP-induced respectability and can draw satisfaction at the distance the 'Hindutva' crowd has come. Its frontal outfits, especially the Jana Sangh and now the BJP, continue to pretend to be inspired and guided by the saintly 'Jayaprakash ji' while putting in practices and protocols that constitute the very anti-thesis of what he stood for. JP would, no doubt, be horrified to see the Hindutva forces' strident march on our national has already dealt a rough hand to Indira Gandhi for embarking on a dangerous road 50 years ago; what she did during those dark days could be rolled back by the masses. History will deal an equally rough, if not rougher, hand to Jayaprakash Narayan for rehabilitating the RSS as a normal political force. Fifty years later, Indira Gandhi's excesses pale in comparison to JP's cardinal sin. The RSS is the only winner of that battle five decades Khare was editor of The Tribune.

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into a world of global content with local flavor? Download Daily8 app today from your preferred app store and start exploring.
app-storeplay-store