How The PMO Director Reports To Executive Management

We are now in the fifth important task in our series for the Program Management Office (pmo) Director. It’s to report the project, program and portfolio status to executive management. For this important task, the pmo director needs to consider:

  1. Conditions for raising issues
  2. Monthly project status
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The pmo director has to keep the executive meetings brief and solve problems. For example, one issue to raise could include forecasting customer remarks on the project. Another could include customers wanting to talk about project expectations or delays. The pmo director needs to lower risks early by discussing such customer questions with his project team, before bringing it up with executive management.  Other conditions for raising issues could include any project manager leaving or changes in project work and holding on to team members. One of the key areas the pmo director has to bring up is avoiding contract penalties. Here, he or she has to present choices, which allow executives to decide how to move forward.

In discussing monthly project status, the pmo director has to present both finance and non-finance objectives. Each project has to meet the supply and demand of skills, lower risk costs, improve customer service, and reduce costs for quality, materials and subcontractors. Also, the pmo director has to discuss rank of projects in the portfolio, their profitability and contract opportunities. This includes change orders and higher term customer agreements. He or she needs to use proper skills in adjusting the portfolio of projects.

Executives need to help the pmo team:

  • convert business goals into clear actions
  • support hiring and hold on to project teams
  • aid in steps to work with different organization levels
  • decide quickly
  • help sell overall business plan
  • keep an open door for conversations

Executives need the vision to connect project importance, adjusting to customer and business politics. They need to be passionate in assigning the right people by their skills – not just their availability – and also revisit ranked projects. Next, they need to hold the pmo director accountable; yet sharing the accountability for decisions.

The pmo director:

  • solves day-to-day issues
  • shows understanding of business plans giving executives clear data for decisions
  •  talks about monthly status
  • adapts to change
  • identifies risks early and
  • clearly defines what he or she wants executives to do

Executives need the vision to connect project importance, adjusting to customer and business politics. They need to be passionate in assigning the right people by their skills – not just their availability – and also revisit ranked projects.

Such exchanges would keep the business ready for change when the market shifts suddenly. This underlines the pmo director’s role and how he/she brings sustainable business value.

Written by Suresh Iyengar, P.E., President, Business Unit Execution LLC––“Explosive Business Coaching Houston Results For Small Business”. Want even faster results? Are you ready to learn? Call 281.410.5375 and speak to your Profitability Coach Houston today!

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