20 Questions, Continued: The Strategic Project Manager?

Q: Is there a demand and a growing availability for strategic project managers, i.e. those who interact with C-levels to plan for company direction, initiation processes, should we do this project, etc.?   

A: There is a demand for a more integrated approach between C-Level management and those responsible for managing the functions of the PMO, one of which is managing the Project Portfolio. We are seeing Chief Project Officer titles more and more, which is putting project management on the C-level dealing with the strategic issues.  However, this is just  starting to happen.

What really makes sense, and what organizations are starting to do,  is to have projects aligned with the strategic goals and objectives of the company (being driven by the C-Level management), having those select projects prioritized based on various business benefit factors, other “must do” operations work identified (especially when the same resources may be responsible for that operations work as well as project work) and resources are then assigned based on this demand management approach.

The PMO also has a responsibility for the continuous review of projects and enforcement of change controls in order to be able to track project costs against project benefits. So not only is it important to have involvement with new projects getting into the portfolio but it is also important for the PMO to stay on top of projects and report back to the C-Level management if and when those projects may no longer produce the benefits they may have initially been charged with or the scope has changed so drastically that the project is no longer aligned with strategic business initiatives.

In our book, The Strategic Project Office, 2nd Edition, the integration of business and the PMO is discussed in depth. There's also a great paper about the changing role of the program manager on the PMI-Sydney site here.

• Gary Carlson, Senior Consultant
• Program Management