The competencies and capabilities necessary for PMO leaders to transform an enterprise PMO from a tactical overseer to a strategic partner encompass a broad range of strategic, interpersonal, and adaptive abilities – and extend far beyond traditional project management skills.

Strategic Thinking

PMO leaders must see the big picture and understand how change initiatives align with and drive organisational strategy. This involves anticipating future trends, identifying strategic opportunities, and making decisions that balance short-term needs with long-term goals.

Control mechanisms are a necessary structure, but PMOs also need to create flexibility and space for innovation through adaptive project management methodologies and flexible governance frameworks that can accommodate different initiatives.

Emotional Intelligence

PMO leaders with high EQ can navigate complex stakeholder relationships, build strong teams, and create an environment of trust and collaboration. This includes self-awareness, empathy, and managing personal and team emotions.

Systems Thinking

“A set of general principles spanning fields as diverse as physical and social sciences, engineering and management” – Peter Senge, The Fifth Discipline, 2nd Ed 2006

Established in July 2013, The Systems Engineering and Project Management Joint Working Group (SEPM JWG) found evidence that an integrated project management and systems engineering approach adds value by reducing the need for re-planning and rework and optimising the risk margin, allowing projects to fulfil their objectives both on time and within budget. 

Systems Thinking provides a framework for seeing interrelationships and patterns rather than static snapshots. Complex projects need both technical and managerial leaders who understand each other’s needs and requirements, and who consequently can work in an integrated way. PMO leaders also need to understand the interconnections between different parts of the organisation and how changes in one area can impact others. This holistic perspective enables more effective decision-making and risk management.

Adaptability and Resilience

PMO leaders need to be comfortable with ambiguity, able to pivot strategies quickly in response to changing circumstances, and resilient in the face of setbacks. This includes fostering a growth mindset within their teams and viewing challenges as opportunities for learning and improvement.

Both PMO leaders and their teams need to embrace opportunities for ongoing learning and development. This might involve formal training programs, mentoring relationships, or experiential learning opportunities. A focus on building diverse teams with complementary skills recognises that adaptive leadership is often a collective effort rather than solely relying on individual capabilities.

Communication

The ability to tailor messages to different audiences, translating complex project information into clear, compelling narratives that resonate with stakeholders at all levels of the organisation, is often overlooked.  This communication needs to go in all directions, not just upward. 

Technology literacy 

PMO leaders who understand and utilise emerging technologies will enhance project management effectiveness. This includes familiarity with data analytics, artificial intelligence, and collaboration tools. Being adept with a spreadsheet is not enough; sending files as email attachments and maintaining hierarchical shared drives should also be consigned to the past.