Our next instalment in bringing the PMO Principles into your PMO planning for 2023 focused on the PMO being an enabler of growth in skills, competence, and development to enhance the project management practice.

PMO Principle 3: Enabling Capability

As a natural knowledge hub, PMOs build PPM capabilities and assist in the formation and development of high-performance teams, enabling the fostering of talent and the successful delivery of organisational change.

With the recent growth in online learning platforms, it is imperative for every PMO to take responsibility in developing people in the right skills to support a positive culture of learning, and achievement of organisational strategies.

Your plan for 2023:

  1. Identify toolkits and processes that do not contribute to development through How To… guides and education resources, and create them to ensure individuals can help themselves.
  2. Consider what learning opportunities will enable both long term and short term strategic skills that people need. Consider using tactics such as masterclasses, online webinars, and resources available from the community of practice, either internally or externally through partners such as Wellingtone.
  3. Ensure that the PMO have the right skills and capabilities themselves to be able to support the evolving disciplines needed by the Project Delivery teams.
  4. Design a career path for your project practitioners showing how they can progress from entry level to the very experienced (as appropriate).

Why you should do this: 

  • Efficient and effective achievement and realisation of benefits depend on the capabilities of the people within the delivery and support roles.
  • High performing PMOs develop and maintain a value proposition focused on continuous improvement which can only be successful if everyone involved in change is on the same development path for their specific role, and are motivated by their prospects.
  • A career framework, communicates clearly that project management is a profession in its own right which can be a real game changer in positioning both the PMO and project decision making within the organisation. If project management is seen as a real profession with opportunities to progress it can also help in the age-old battle between BAU and projects in matrix organisations, and can help shift some priorities towards projects, as well as informing resourcing decisions.
  • Stakeholder and Customer engagement for the PMO is critical to success as value is based on perception, so providing a community for skills development will enable a more positive response and reduce resistance to change.

How you should do this:

The Wellingtone PMO 3D Transformation can help PMOs to identify where and how they can support the individuals involved in change better by helping to develop the identity, nature, and a roadmap for the PMO.

In Summary 

Throughout this blog series, we will cover the two remaining PMO Principles one at a time, providing the what and the why.

A fully integrated PMO is only as good as the people who deliver projects and support, and as L&D functions often do not have the know-how to develop and deliver project management and (some) complementary skills.

This means that the PMO has a unique opportunity to bring together those involved in change through learning and development opportunities, creating stronger relationships, and a community that can withstand ambiguity and change.

To learn more about PMOs and enabling capability, see our previous article https://www.futurepmo.com/principle-4-enabling-capability/