I think in the past you could transfer from one industry to another as a PMO, but now they need to be more industry specific and have strong knowledge of that particular sector. When it comes to project managers being able to move between industries, I believe that’s changing too, especially with digital transformation but also due to that need to be across the whole business. Personality would also matter quite a lot because project managers need be able to work with different types of stakeholders as well so communication is key. The financial aspect of projects is a big issue with companies these days so strong financial skills are becoming more important in project managers.
They need to be more involved with the budget holders instead of sitting in another part of the building. I think the PMO of the past was very much an administrative function and there’s been a move away from that to have it more directly reporting into chief executives and decision makers and have it become more of a transformation type of office. Without it, it could fall apart, so there needs to be some common systems and processes throughout an organisation. It’s still a very important function because it keeps projects in line. The PMO function as most organisations have it, is a centralised office where they have a standard procedure of all projects, so it helps to keep projects in line and have the same systems as well.
The transformation of PMO roles – what employers need to know
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