The next generation PMO

the next generation pmo

Our journey into the future continues with the analysis of the second report on disruptive technologies presented by the PMI. You can read the first article here.

This time the focus is on the PMO, the department that manages the projects within an organization.

The massive chain effect of disruptive technologies is like a powerful accelerator of the way in which the Project Management Office adapts to new methods and new tools.

Next generation PMOs are at the forefront of adopting and implementing disruptive technologies and are also taking a more strategic role within the organization.

The PMO in a disruptive world

One thing is certain:

Only those organizations that will succeed in developing capacity for change and speed of response will survive.
If companies fail to innovate and integrate the new technologies, they will be destined to disappear from the market.

Of course, this statement may seem too drastic, but the changes and contaminations from different sectors are already visible.

The rapid emergence of disruptive technologies combined with the speed of the market are the factors on which organizations must focus.

So here is the need for PMOs to:

  • Quickly adapt to changes made by these technologies
  • Support initiatives based on disruptive technologies
  • Discover how to apply these technologies to the functions of the PMO

So far, the PMOs have been slow to change, but the rise of disruptive technologies, together with the change of global market priorities and the drive towards continuous innovation, should act as a stimulus to start a real transformation.

The PMOs moving towards change understand that in today’s environment, the success of an organization depends on both an effective and dynamic strategy, both from a creative and resilient execution by an enhanced PMO.

The skills of the next generation PMO

Project managers and PMOs must be ready, available and able to work in new ways in order to make the most of disruptive technologies.

The skills required within the PMO will surely be influenced by the existence of disruptive technologies.

And what are the skills that will be most requested? The report shows an interesting series of facts. We quote the chart with the answers that seem more interesting.

From the following table, it is possible to see, for each of the skills or activities, the increase in actual or requested use in a PMO during the last year:

next generation pmo

Agile Approach, leadership, informal communication, in short, the knowledge of the PMO are expanding. Often this happens with the addition of new approaches, combined with the traditional basic concepts of project management.
Today’s disruptive technologies are a call to action that aims to reformulate the role of the PMO.

In fact, the PMO is recognized as a driving force by 92% of managers.

As disruptive technologies create new models and strategic opportunities, the new generation of PMOs is evolving from passive entities that manage goals, costs, and plans to active partners who drive and execute strategic initiatives.

The PMO of the next generation is therefore no longer inextricably linked to traditional measures of success such as planning and budgeting, but it must be a strategic factor, bridging the gap between the vision of a company and the way in which that vision comes to life.

This evolution will not only ensure that the organization is ready to take full advantage of disruptive technologies, but also that it can withstand future challenges and reach future opportunities.

The best PMOs are leading the way, changing their systems, adapting their approaches, and reinventing their processes to allow their organization to begin a new era.

And are you ready with your group to ride the disruptive technologies?

You can download this second report at the following address
https://www.pmi.org/learning/thought-leadership/series/disruptive-technologies/the-next-generation-pmo

We have the tools, we have the culture.

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