From the Board Continued from page 3
As disruptive technologies and digital transformation
create new business models and strategic opportunities,
next-gen PMOs can no longer be passive entities that
manage scope, costs and schedules. Instead, they must
become partners that lead and execute strategic
initiatives, according to The Next Generation PMO.
This report says the future PMO must:
◆ Adapt swiftly to the changes brought by these
◆ Support initiatives grounded in disruptive technologies.
◆ Learn how to apply these technologies to PMO
The PMO will also become the ultra integrator, closing
the gap between technology and the parts of the
organization that oversee the execution of strategy
and business achievements.
The buy-in for this change is already there. According
to The Next Generation PMO, 77% of directors of high-performing PMOs say their stakeholders acknowledge
the ability of project managers to be at the forefront of
value creation when working on strategic initiatives.
And more and more, it’s coming straight from the
top. For example, when 2018 PMO of the Year Award
recipient Telstra launched a centralized PMO, it was
Telstra’s CFO leading the charge, with enthusiastic
backing from the rest of the C-suite.
This support is giving PMOs the empowerment they
need to transform. Take Triglav Group. This Slovenian
insurance group—a 2018 PMI PMO of the Year Finalist—
took the change imperative seriously. In 2013, as the
organization was undergoing a customer-focused digital
transformation, it elevated its decade-old PMO, giving it
a direct link to the C-suite and the board of directors.
This move gave the PMO and project leaders more
authority and influence in the organization, empowering
them to develop and reinforce standardized processes.
The PMO also became an active member of the project
portfolio steering committee, which selects projects for
the company’s one- and four-year strategic roadmaps.
Triglav’s powerful PMO also began providing guidance to
company executives, helping them to identify projects
that would deliver the greatest value to the business
and to prevent overlap between project investments.
“We have become the glue connecting all of the different
departments,” Zoran Korenjak, PMP, project director
at Triglav, told PM Network®. “That gives Triglav a
A Change of Leadership
As the PMO changes, so too must those leading it. The
PMO of the future will take “a dedicated, seasoned
project manager with authority and accountability to the
PMO to define, plan and deliver the project, along with
identifying appropriate resources and ensuring sponsor
support and engagement,” Jen Skrabak, PMP, PfMP,
wrote on PMI’s Voices on Project Management blog.
The new PMO will require leaders with skills to manage
not just projects and programs, but also the demands
of AI and smart machines. It may seem unusual, but as
Gartner states, smart machines are an emerging “super
class” of technologies that can perform a wide variety
of work and add value to business processes. How people
use information will change, and we will be aided by these
Statistics through 31 August 2019
…in 212 countries
Total Active Holders of:
584,011 CAPM®Certified Associate in Project Management 39,835 PMP®Project Management Professional 961,691
PfMP® Portfolio Management Professional 769
PgMP®Program Management Professional 2,726
PMI-RMP®PMI Risk Management Professional 5,334
PMI-SP®PMI Scheduling Professional 1,996
PMI-PBA®PMI Professional in Business Analysis 3,745
PMI-ACP® PMI Agile Certified Practitioner 30,289