Building the Right Team: The PMO Director

Laura has experience with big four consulting organizations; was a managing director at a start-up international technology consulting organization that provided off-shore services; and currently is the owner of LAD Enterprizes, a management and information technology company. She provides project management services and training to assist organizations in realizing their goals through projects.

The CFO stared down at her desk. She had only been with the company for six months, but already had concerns with the PMO team’s performance. When the current PMO director resigned and the president asked the HR representative to draft a job description and the CFO to take the lead in the search, she immediately said yes.

The CFO contemplated her next steps. Job descriptions are never easy to write, and she realized this one was not going to be an exception because the company needed to hire a person with the right fit for the PMO position. She realized the description needed to reflect knowledge and skills in leadership, business and management, and technical project management—the PMI Talent Triangle™.

Over the years, the PMO role had matured from taking a tactical project management approach to becoming a strategic partner and trusted advisor—or at least that was the requirement and hope of the executive management team. As the CFO read the draft, she quickly realized why executive management was struggling with the PMO team. The resigning PMO director had worked with HR to create a job description for his replacement. However, it did not reference the strategic needs of the business, nor the strategic expectations of the PMO director. It was a dull, …

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"If you work on a lobster boat, sneaking up behind people and pinching them is probably a joke that gets old real fast."

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