Change & Transformation: The PMO now integral to delivery success

The role of the Programme Office Manager has been evolving over a number of years, morphing its way from a predominantly administrative role (managing budgets, resources and monthly reporting), to one where the emphasis is on creating best practice for delivery and governance.

Over the last 12 months there has been increased demand from Clients requiring highly experienced PMOs. Such professionals are in essence the eyes and ears of the Programme Director, as well as the centre of good delivery. This evolving role assumes responsibility for establishing the PMO function for large, complex and often global programmes.

Recently we have seen the role assume a broader remit of ‘second in command’ to the Programme Director and the ‘resolver of all issues’ once mobilisation has happened. These PMO Professionals are NOT frustrated Project or Programme Managers waiting for the chance to go ‘native’. In many cases, they are a rarer find than Project Professionals, as they have a broad oversight and are not focused on a work stream. One of their strengths is effective communication enabling them to resolve or escalate risks and issues. By their nature, they are problem solvers, and delivery – which can sometimes go off track – is supported by them, not just in setting best practice, but in making it happen.

A significant number of recent assignments managed by Norman Broadbent Interim involved establishing PMO functions. Often the PMO Professional will be supporting permanent staff capable of delivering complex programmes, but not necessarily with the experience necessary to build a hub of checks, balances and controls.

89% of Clients, who originally thought the hiring of a PMO was largely around administration controls, said one of the factors which determined the success of their projects today was the broader skills and experience of the individual.

The question we are repeatedly asked is whether PMO Professionals need to have sector experience. Undoubtedly, knowledge of the industry helps. However, whilst we see high numbers of these Professionals concentrated in Financial Services, Telecoms and Manufacturing, what is more important is their ability to adapt style and communication to achieve the best possible outcomes.

Click to view all articles for the EPIC:
Or click to view the full company profile:
Share on facebook
Facebook
Share on twitter
Twitter
Share on linkedin
LinkedIn
Norman-Broadbent-Plc

More articles like this

Norman Broadbent Plc

Norman Broadbent Safe Bet? Shortlisting in Procurement

Business leadership often mandates that new hires come from a specific industry or category background to try to reduce risk. It is considered the “safe” way to hire, and sometimes it may well be necessary. But often a

Norman Broadbent Plc

Talent & Market Intelligence

This month, customer insight – the holy grail of retail and consumer marketing – has been a “red thread” through a number of our client discussions. Indisputably, we live in an age where personal data is king: snippets

Norman Broadbent Plc

Insurance Update Trends in Digital

The global insurance market is in the midst of a game-changing course correction that will re-define ‘business as usual.’  A ‘digital first’ urgency is sweeping across the industry driven by a new generation of consumers, data, automation and

Norman Broadbent Plc

“It’s all in the mind (set)…”

“There are two types of people in this world…” is a common opening line for many jokes and internet memes. However, it was over 30 years ago that Carol Dweck identified a stark difference in resilience between groups

Norman Broadbent Plc

Identifying long-term talent in the UK water sector

With an upcoming election potentially dictating radical changes, it’s an unsettling time in the UK water sector as we approach AMP7. The potential of nationalisation, aligned with competition for talent across other major infrastructure sectors (think rail, airports