1. Your PMO Career
TUTOR NOTES
Eileen J Roden
Lindsay Scott

2. What can you do? What do you need to be able to do?
Your Development
What can you do?
What do you need to be able to do?

3. What is done
What you say you do

4. Set up, Run, Transform or Close a PMO
In Summary
Set up, Run, Transform or Close a PMO
Design, deliver and monitor a PMO service

5. How good am I/ do I need to be?
Level 1
Level 2
Level 3
Level 4
Has basic knowledge of the activity and terminology.
Demonstrates this competency in familiar, day to day situations. Follows established methodologies and codes of conduct
Works with guidance and seeks advice on non routine activities
Influences immediate colleagues in own team
Has broad knowledge of the activity and terminology and how it is applied in the current organisation.
Demonstrates this competency in new situations at an operational and tactical level. Interprets guidelines and codes of conduct and applies them to all situations.
Works with little guidance, seeks review of outputs and approach to work as required. Influences colleagues, customers, suppliers and partners on short term issues.
Has extensive knowledge of the competency and terminology and how it is applied in the current and other organisations.
Demonstrates this competency in complex and ambiguous situations. Takes initiative in creating and managing own workload and that of others. Advises others on the application of guidelines, code of conduct and methodologies. Influences widely within the organisation at all levels on medium and long term issues.
Contributes to developing new knowledge and understanding of the activity.
Demonstrates this competency organisation-wide, focus is on future and strategy. Sets direction and
standards. Accountable for the contribution and performance of others to the overall success of the organisation. Influences externally, contributing to development of policy, standards and thought leadership.

6. What does good look like?

9. PM/PMO Qualifications
What organisations look for
PMO Experience
87% have project management qualifications
Just 21% have P3O
Education &
PM/PMO Qualifications
Personality
and Style
Business
Experience

10. How PMO Professionals Represent Themselves
PMO Experience
Education & PM/PMO Qualifications
Business Experience
Personality & Style

11. Stand out and develop career
How experienced PMO practitioners stand out and develop their careers professionally
Top tips on how experienced PMO practitioners stand out and develop their careers professionally.
Thinking about the experienced practitioners I’ve met and recruited over the years
What makes them stand out in a good way

12. Confidence Confidence
It comes with knowledge and experience – yet sometimes we don’t even know we have the knowledge and experience
Sometimes we have what is known as the imposter syndrome – faking it until you make it
Sometimes we’re in an organisation or particular role where our confidence has been knocked too many times
PMO Flashmob has shown over the years how you can literally see people’s confidence grow from having a network – why is this?
Confidence we can gain from knowledge learnt on courses – for PMO that’s the PMO role plus project mgmt, business acumen etc
Confidence comes from having discussions, debate, listening to others and realising that they’re not all that!
Confidence in the PMO job – what does that mean? The technical parts, getting better at the human element, having a supportive circle
And what does confidence mean to you anyway? It’s not about being an extrovert – so what is it?

13. They can articulate their experiences very well – a prime example is in an interview – they are able to give a clear and concise picture of what they did and why – they’re able to convey the facts; bring their role to life; talk about the PMO role not just in terms of the services / functions but how the PMO fits within the business and what value it delivers.
They’re engaging, approachable people too – happy to share their experiences and equally open to listening to other people’s stories too. Good PMO practitioners are very reciprocal – they’re also curious and wanting to interject into your story to offer alternative solutions. They’re empathic in their approach and broadly they’re two ears and one mouth.
They Can Tell a Story

14. Leading
Open
Close
Reflective
theperformancecoach.com

15. Never Stop Being Curious
You’re in the wrong job if you think PMO is boring and that you know it all
Not just about formal learning – although of course there is a need for that – and yep we’re biased
Always ask why? And if you have no bright ideas work on that

16. Not about planning the career to the nth degree but about knowing what you need and want next
PMO is so different from organisation to organisation so you’re choosing based on considered options
Also knowing when to cut their losses
Considered
Career

17. Get Involved or is That
Committed?

18. Any questions? Visit PMO Learning www.pmolearning.co.uk
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