By: Joshua Finley

As a highly skilled, multi-certified PMO Manager, James McCoy brings a wealth of experience to the table, having successfully delivered program, project, and PMO transformations within complex national and international corporate environments. Currently, he serves as a PMO Manager for SSP Innovations, LLC, a role that highlights his expertise in managing large-scale projects and teams driving organizational success.

Before his tenure at SSP Innovations, McCoy held leadership positions at various renowned organizations. He was the Senior Enterprise Program Manager at FIS for nearly 16 years, and before that, he served as the Director of International PMO and Project and Program Consultant at Wainscott Finch Associates. His extensive career also includes roles as a manager of program PMO for General Electric and PMO manager for Siemens Business Services. He has been continually selected to take on tough situations to save large contracts and clients in his tenure. 

In addition to his professional accomplishments, McCoy is actively involved with the Project Management Institute (PMI). He has been a member since 2001 and started volunteering for the PMI Mile Hi Chapter in 2011. Over the years, he has held various leadership positions, and for the past three years, he has served as the President of the PMI Mile Hi Chapter.

Identifying Problems in Executive Leadership

McCoy believes that PMOs (Project Management Offices) are the cornerstone for solving many issues within companies. He identifies poor planning and resource allocation as primary challenges that executive leaders often overlook. “PMOs are responsible for putting processes together, allocating resources, and establishing communication channels,” McCoy explains. “When these elements are neglected, projects are doomed to face delays and budget overruns.” In addition, McCoy says “One of the number one pain points is the lack of consistency of communicating project data without a PMO.  Without rigor, consistent processes, and support of a PMO, no telling what you’ll get project occurs.”

Three Ways to Run Every Project on Time and Within Budget

Drawing from his extensive experience, McCoy has developed solutions to the problems he sees within executive leadership. Here, he outlines three key principles that can help ensure projects are completed on time and within budget.

Understand Stakeholders Before Commitment

“Before committing to a project, it’s essential to identify and involve all stakeholders,” McCoy advises. “Get their wants and desires written down, and make sure you have a clear understanding of whether the project is feasible. Get it in writing!” This principle highlights the importance of clear communication and alignment from the project’s outset, which helps prevent scope creep and mismanagement. McCoy says “It is highly likely that stakeholders will have amnesia about their initial wants and needs a year or two after the project starts”

Create a Communication Plan

Once the project is underway, having a robust communication plan is critical. “After you say yes, you need to establish who to escalate issues to, who to provide status updates to, what formal and informal ways communications will occur, and how to handle conflict resolution and issues,” McCoy says. Effective communication ensures that all parties are on the same page and that any problems will be swiftly addressed.  One of McCoys favorite sayings around project communications is project communications is the glue that holds all other project knowledge areas together.

Handle Conflict Effectively

Conflict is an inevitable part of any project, but McCoy believes in addressing it head-on rather than avoiding it. “How we handle conflict resolution is crucial,” he says. “Avoiding conflict is a myth. It’s about finding constructive ways to resolve differences and keep the project moving forward.” By fostering an environment where conflict can be resolved amicably, teams can maintain their focus and productivity.

A Vision for the Future

Looking ahead, McCoy envisions himself continuing to grow as a thought leader in project management and executive leadership. “I want to be known for common sense, down-to-earth, people-centric leadership,” he says. “My focus is on communication in leadership, motivation and mentorship, and people development.” He hopes his advice and guidance can inspire other leaders to pursue greatness and improve processes. 

Through his involvement with PMI and his professional endeavors, McCoy hopes to shape the future of project management by sharing what he’s learned through his years of experience. His practical advice and strategic insights serve as a valuable guide for aspiring project managers and executives.  One recent example with one mentee, They were in a new job and was given the initiative to provide two recommended PM tools to the client without given requirements for the tool even when asked.  She said “what do I do”.  McCoy said “do as much due diligence as you can with current needs but if forced to provide the deliverables, provide the simple known requirements and assumptions along with the deliverable. Just because you’re not given the requirements doesn’t mean requirements have to be absent.”

To learn more about James McCoy, connect with him via LinkedIn.

Published by: Martin De Juan