PMOs play an integral role in most organisations which have a number projects and programmes being delivered across the business. There are many types of PMO such a Programme Offices, Project Offices, Centre of Excellence and Portfolio Offices. Taking this into consideration and the subtleties within each, it can make for a much more interesting CV which can really pique the interest of recruiters and employers and demonstrate your knowledge and understanding of the field.
When putting together a CV we need to address some of the key criteria for a PMO professional:
Type of PMO:
- Supportive: Providing on-demand expertise, templates, best practice, access to information etc.
- Controlling: An environment where tighter regulation is required so there is usually the use of specific methods, templates, governance and forms etc with the likelihood of regular reviews by the PMO.
- Directive PMO: Taking a step further than the controlling PMO and actually taking over projects by the provision of PM experience and resources to manage the projects.
Size of PMO
- Stand alone (1 person)
- Team PMO (>1person)
- Types of programmes / projects being supported?
- How many programme / project managers feed into the PMO?
Once we have established the type of PMO and talked through the volume and types of projects and programmes, it is time to address what your involvement is. Firstly is the PMO something you have set up or reengineered or already in place? Then we want to know your role, are you managing it, an analyst, coordinator, consultant etc. Then run through the core competencies involved – what do you do on a daily basis? From this you will also be able to pull out some key achievements such as impact on project capability.
The PMO as you know is all about communication and how you apply that to the task in hand, there are many elements that go into this and all organisations are different. Some organisations employ business managers to manage projects and these types of PMs generally require a great deal of hand holding, think about coaching, training, workshops etc which you may have facilitated. Include this information into your CV along with the above to give the reviewer a holistic view of the role and what it actually means within your business.
Classic project management in many ways is no longer realistic in today’s world. The tough economy
has provided the perfect opportunity to encourage self-motivation and independence
amongst employees. A new approach to project management has emerged; social project
management. Social project management incorporates both social technology and software with the
basic elements of traditional project management. One important aspect of social project
management is having an online project management tool like LiquidPlanner, which brings together social
technology and an adaptable project management architecture.
The 5 laws of social project management shown here illustrate
how and why social project management can be so effective when it allows the unique abilities of each team member to contribute in a collaborative environment towards a shared project goal. Learn social project management laws, like
why autonomy and transparency must be maximized in social project management, and how projects
can be managed to allow every team member to contribute fully and efficiently.
Published by LiquidPlanner
There’s always a lot of talk about skill-sets and particularly transferable skills; however if you want to transfer your career into the project management field then it is important to highlight the right skills which will be of greatest benefit to you and your potential employer. Now we all know there are differing types of project management roles from support through to managing and there are also more technical PM roles too – not just IT, they may be construction / engineering etc where you need to have a good knowledge of the field as well as PM methods to be successful in delivering benefits. So I am going to cover some key transferable skills for the PM aspect not any specific industry based element, here are a few to consider:
- Investigating – Researching and questioning why? Key components to any good PM professional, being able to push back with quantifiable evidence is required even more now that funding is tight and projects benefits really do need to be explored thoroughly before starting off another project.
- Planning – Planning / scheduling projects, predicting outcomes / scenarios, organising events and preparing for tasks – it’s a must!
- Leadership – Core requirement for any good Project Manager and comes in very handy for Programme Support professionals too.
- Influencing – The ability to gain buy-in is a big requirement for PM professionals, whether it’s from senior management, external (or internal stakeholders), sponsors or suppliers – you need to be able to persuade and encourage others.
- Teamwork – Proving you can bond with others and build a strong force which produces results is key to successful project delivery.
- Problem solving – Taking different viewpoints and exploring solutions is a big part of PM, from understanding workstream leads other commitments to supplier issues.
- Budgeting – At some point you with be either managing your own budget or monitoring budgets on projects in a support element.
- Decision making – The ability to look at your options and actually pick a way forward is crucial especially in a critical situation.
- Training – Working with others either as a manager (PM) to mentor and train people in the project team or as a support person (PMO) to train others in various aspects of the project lifecycle such as risk management etc through workshops and 1 2 1 engagement.
- Organising – From coordinating teams and individuals, arranging meetings and resources to scheduling.
- Time management – Meeting deadlines and setting priorities are the core factors of project management and being on time is a given.
- Creating – Not always highlighted as a core skill for PMs but in my experience of delivering projects, inventing, originating, designing or composing play a big part to success.
Now you can use this as a starting guide to performing a skills audit – once you have a list of transferable skills, you then need to provide some good examples of each skill (where you have used them / how / outcomes etc). These will help you form a basis for applications to project management jobs.
Project Challenge Expo 2012 is a bi-annual show for Programme, Project, Process and Resource professionals. Now housed at London’s Olympia Exhibition Centre – the show offers a range of presentations and a number of stands; exhibitors include software, training, recruitment, process, and membership bodies. For those who are keen to keep abreast of new methods and learn something through seminars – this is a must. It is one of very few free shows which is focussed on project management and is perfect for some networking too.
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I shall be there – taking in a couple of presentations and checking out the new software on the market; feel free to come say hello and have a coffee with me!