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…
View detailsIf PMO leaders want a seat at the strategic table, they need to establish themselves as trusted business partners. In this article, I asked if the PMO is its own worst enemy and highlighted that a significant proportion of PMOs state their purpose as process and governance, have no formal process around assessing value and…
View detailsArmed with an arsenal of KPIs, a PMO leader confidently presents the executive board with a sea of green indicators, all provided by the latest AI-enabled project portfolio management software. This PMO leader is confident their team is doing a great job keeping project delivery on track. Yet stakeholders are disengaged, innovation has stagnated, and…
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Originally posted as Friday Insight in the Major Projects Knowledge Hub This week’s shared insight is from a personal perspective, and something I hope will help you as you finish your working week and start looking forward to the next. As an independent PMO Professional, I move between organisations within different industry sectors on a…
View details(well OK, mostly the “P” part…) All over the web you will see people asking or debating what the “P” stands for in PMO. The “MO” stands for “Management Office”, but the “P” can stand for Project, Programme or Portfolio depending on the organisational context. Axelos use the term P3O® to cover all three, but this is also…
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