PMI Talent Triangle: Business Acumen (Strategic and Business Management)

Welcome to the PMO Strategies Podcast + Blog, where PMO leaders become IMPACT Drivers!

Today we are going to explore the real reason that we create PMOs and how you might want to think a little bit differently about your PMO and your role as a PMO leader in helping to drive organizational strategy delivery. If you have not listened to episode 000, the Introductory episode, I highly recommend you go back and listen to that episode or read that post first. It sets the stage a little bit for what we're going to talk about in this here and going forward. It gives you a little bit of a perspective on my background and why I'm so passionate about helping you as a PMO leader achieve the highest possible return on investment for all of your efforts when it comes to building, running, accelerating, or even rescuing your PMO.

Where are we today with PMOs?

That is a big question to understand before we talk about where we want to take PMOs. Recently I was keynoting a conference and also speaking on a panel about PMOs and hosting a PMO workshop. I was sharing the stage with some of my favorite PMO thought leaders on this panel, you will definitely hear more from in upcoming posts and episodes. During the panel, we were asked some very interesting questions about where PMOs are today and where they're headed. Are we headed for more PMOs? Is the PMO concept dying? Do people really understand what the PMO does? And as we were having these great questions asked, I was really interested in hearing the perspectives of some of my colleagues that were there that literally have decades and decades of experience in the project management space and in PMOs.

I mean we are easily over a hundred years of PMO and project management experience among the people that were on the panel. What was most interesting was thinking about how all of us come from very different perspectives and backgrounds. While our experiences have been different, we all had some really positive things to say about where we believe PMOs are going with the huge caveat that we must make a shift in the way we think about the PMO and the role that the PMO must play in helping to deliver on the strategy for your organization. Okay. Now let's pause on that for one second. I'm not saying that PMO needs to be strategic, but I do believe that the PMO has a critical role in helping the organization to deliver on strategic objectives. It could be that your PMO has a very functional or tactical place in the organization and you're just knocking stuff out and getting projects done and that's great. Alternatively, you could have a seat at the strategy table helping to define the strategy for the organization and anything in between.

What your PMO does from a service perspective is very much dependent on the needs of the organization. That's why I truly believe that no two PMOs look exactly alike because your PMO should be focused on how you can make an IMPACT and deliver on what the business leaders actually need and are asking for. As we start digging into some of the data and statistics, some of it will sound a little depressing. Don't worry, I will talk to you about what we can do about what the data is telling us. I can clearly see the gap that I know a lot of PMOs have between what the business leaders want (A.K.A. your sponsor and stakeholders), and what they're asking for you to help them do (A.K.A. where many PMOs are focusing their energy). Okay, so let's dig into some of this data and then let's talk about what we should be doing about it. Now, for some of you, what I share with you is going to be really familiar. Some of the things we talk about, you're going to say, oh, I resonate with that remark. Others of you are going to say, you know what? I think I'm okay. I am not having this problem and if that's you I am thrilled. Definitely stick around because I want to feel your virtual head nodding as we go th...