Why the CIO needs a PMO approach
In the dynamic landscape of modern business, the role of a Chief Information Officer (CIO) extends beyond traditional IT management. To navigate the complexities of work, internal business units, and external engagements effectively, adopting a Project Management Office (PMO) approach becomes paramount.
In this article, we delve into the compelling reasons why a CIO needs to embrace a PMO approach.
Why having a PMO approach is so important
Let’s consider the title here. I’m saying that the CIO needs to approach work, team, internal business units and outside customers, vendors and contacts like the Project Management Office (PMO) is expected to.
You may or may not agree with that, but the structured approach of the PMO and the leadership of a PMO director or even C-level CPO (Chief Project / Program Officer) can bring something to the table that the organization’s CIO and even Chief Executive Officer (CEO) can learn from.
5 reasons why the CIO needs a PMO approach
Here are 5 reasons the CIO of an organization would benefit from the PMO or PMO Director type approach to his position. In other words, 5 things the CIO could learn from the PM infrastructure…
- Customer focus.
- Communication as an essential tool.
- Understanding the real need when problems arise.
- Listening over leadership.
- Accountability up and down.
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1. Customer focus
While the CIO of an organization may interact with an external client from time to time, usually they are more likely to be on the customer end of an internal project with the PMO or possibly as a reference or peripheral player on a project- internal or external.
A project that requires risk or disaster and recovery demonstrations would need the CIO to be involved and provide disaster preparedness quickly and efficiently – basically the ability to get the entire organization or customer needs / solution back to uninterrupted services within ‘x’ number of hours.
Customer-facing skills can take CIOs to new heights
On a $50 million US Department of Education project, I was responsible for putting on a demonstration to show that we could be up and running offsite in the case of a natural disaster within ‘x’ number of hours (4 hours, I think it was) and continue processing student financial aid data. For the project manager, customer focus is essential. For the CIO, that skill could take organizations to new heights.
2. Communication as an essential tool
There’s no secret about the importance of excellent communication at the PMO and project manager level. The same should be true for the CIO. When involved in critical planning meetings, running the IT department and IT level staff, planning at that C-level for the organization’s technology needs now and, in the future, and staying technically on top every day – these things all require good communication skills.
This position should be technically cutting edge so there should be even more involvement and more ways to use this position. The project manager must work closely with external project customers daily and make critical decisions for the projects they are leading, the teams they are managing and the customers they are engaging. Excellent communication is a must – the same should be… And it is true for the CIO
3. Understanding the real need when problems arise
This is one of those tricky areas where the PMO or project manager must excel and lead his team through on every project. Customers of all shapes and sizes and industries come looking for projects thinking they have the need or problem, the solution, the technology and possibly even the requirements documented and are ready to hand it to the delivery team project manager to build a solution for them.
However, the best project managers know all this information is just information and planning, investigation, lots of meetings and questions and decisions still must happen to distinguish the scope of the real project, understand the real technical need and the real detailed requirements.
That same type of detailed discussion, planning, decision making and question asking should be happening at the CIO level to understand where he needs to be taking his department next in order to allow the company as a whole to meet their own needs as well as their clients’ needs.
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4. Listening over leadership
Leadership is good, but listening is also critically important. The PMO or project manager must direct the team and lead the customer while leading the project. However, if they are not listening, critical input gets dropped and poor decision making may happen resulting in costly re-work.
CIO’s who only direct and do not excel at listening and discussing and planning within the department are going to find themselves out on technology islands unable to adequately serve the needs of the organization.
CIOs who do not excel at listening will not be able to meet the needs of the organization
5. Accountability up and down
Accountability up and down the line should be a characteristic of both positions. PM and PMO leadership is and always will be accountable to senior management for the success and profitability of the projects and teams and customers they lead. At least I know. I have been held accountable.
AI’ve had organizations where I had to meet monthly with the company’s controllers or CFO on the very large projects I was leading because their monthly success or failure in terms of profitability would so greatly affect the performance of the organization that this level of co-planning and information dissemination was essential.
Does the CIO also need to be that accountable? Yes. The level they are operating at and what it should mean to the organization make that level of accountability an essential part of the position.
Conclusion: embracing the PMO approach for CIO excellence
The bottom line is this – the CIO is usually a higher-level position than the project managers and PMO Director in an organization. If the organization happens to have a CPO or Chief Project / Program Officer, then they are on equal terms, but that position is a rare one. Yet, the project manager usually has and exhibits on a daily basis so many fundamentally key skills that many company leaders like the CIO, CTO, CEO and others should and could possess.
Project managers exhibit key skills that many company leaders should possess too
You’ve heard the term “be like Mike” meaning Michael Jordan. As an athlete, basketball player and person, he has been a great example. In the organization, be like a project manager or PMO leader. Trust me, it’s the right way to go.
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FAQs about PMO approach
How does a PMO approach impact the CIO's role in strategic planning?
Adopting a PMO approach can significantly enhance the CIO’s role in strategic planning by instilling a structured methodology for managing and aligning IT projects with organizational goals.
This approach encourages thorough planning, clear communication, and accountability, which helps the CIO better align technology initiatives with the overall business strategy and ensures that resources are utilized effectively.
What specific skills from a PMO approach should a CIO develop to improve their effectiveness?
A CIO should focus on developing skills such as detailed project planning, effective communication, and strong listening abilities.
By emulating the PMO’s structured approach to problem-solving and stakeholder management, a CIO can enhance their effectiveness in leading IT initiatives and addressing both internal and external challenges more efficiently.
Can a PMO approach help a CIO in managing cross-departmental projects?
Yes, a PMO approach is highly beneficial for managing cross-departmental projects. It provides a framework for coordinating between different departments, ensuring that project objectives are aligned with the needs of various stakeholders.
This approach helps in setting clear expectations, tracking progress, and resolving issues collaboratively, which is essential for the success of cross-departmental initiatives.