PMOs today have great insight into the cost and progress of a particular project. They are also knowledgeable in handling and allocating the right resources for the right projects. An effective project management officer can distribute resource information, schedule and talk about costs to the intended stakeholders to keep all involved parties abreast with the latest updates.
Good PMOs have consistent and repeated practices for project management that are continually used throughout the organization. To become a success, all projects are regarded with the same quality standards and other requirements. Good PMOs also eliminate redundancies and bureaucratic practices that affect projects.
The ability to adapt to unique portfolio and project needs is a tell-tale sign of a good PMO. Project delivery styles are largely determined by organizational structures as centralized PMOs bring many benefits to the business itself.
Communication skills is considered to be one of the most important traits of a successful executive, whether the CEO or PMO. By creating a stable and transparent line of communication between the technical team, managers, executives and stakeholders, a good PMO’s abilities are judged based on his/her capability of communicating clearly and honestly.
Organizational skills are critical for a PMO as they are responsible for scheduling and budgeting in the project. The ability to prioritize tasks, assess as well as allocate resources and keep a constant tab on the budget is key to the success of any project. With the right organizational skills, a PMO can remain in control of the project and ensure that no resources are being wasted or misused.
Regardless of the nature, size and urgency of a project, mistakes and problems are bound to emerge. Instead of panicking or playing the blame game, a good PMO determines the cause of the problem and takes immediate steps to rectify the mistake. By effectively handling difficult solutions and taking brave decisions, a project management officer can make a big difference in a project’s outcome.
Doing anything is a risk. Planning a project, big or small, is inherent with risk. It’s part of your job to see those issues before they become problems. Therefore, before executing the project, you have to put in the work to identify, assess, and control risk. The more you can manage risk, the more likely your project is going to succeed. Of course, you can’t anticipate everything that might happen over the life cycle of your project. There will be unanticipated issues that arise, so you need to have a process in place to handle those when they come up.
Being good at negotiation is sort of a subset of communications, but it deserves its own space here. Negotiation isn’t merely haggling for the best price from a vendor or contractor, though that’s certainly part of it. Leading a project means you’re in constant negotiations. For example, you’ll likely get demands from stakeholders that can impact the scope of a project. You’ll have to give them pushback, but diplomatically, so all parties concerned feel they’re getting what they want. Then there are inevitable conflicts that will arise among team members or other people involved in the project. If you’ve got strong negotiating skills you can resolve these disputes before they blow up and threaten the project. Communications have moved from email to text messaging tools like Slack, where etiquette is loose but tone is flat. To stay relevant you need to get on that platform and learn how to talk the talk, so you can walk the walk of a successful project manager.