Project Managers To C-Suite Executive: Project Management and the PMO As Strategy Drivers

Imagine project managers having a clear line of sight to executive leadership, akin to other professions. Project managers and Project Management Offices (PMOs) are not merely taskmasters but the architects of organizational strategy—the visionaries shaping the future of their companies by executing the organizations' strategic goals and priorities.

Current State of Project Managers and The PMO

Project managers and PMOs for years have been tactically primarily focused on delivering projects on time and budget to the agreed quality. However with the evolving landscape of projects getting more complex, shifting market conditions, and regulatory requirements, huge cost, in some cases, costing more than the operating cost of some organizations, project managers and the PMO have had to evolve - and are still evolving - to ensure that the necessary skills, executive support and strategic alignment are in place.

The figure below depicts the project management function where the PMO and project managers sit, as the strategy execution arm with little or no strategic preview and strategic interface.

Figure 1: Project Managers and The PMO - Tactical

Projects are now taken more seriously, and of greater interest to executive leadership as the cost of failure, social licence to operate, or regulatory and environmental impact could potentially put them under. Having worked on a project that cost billions of dollars for a company that was initially worth less, projects turned it into a multi-billion-dollar organization. Projects and the project management team behind project delivery have begun to take center stage for organizations which represents a paradigm shift.

The Future State for Project Managers and the PMO to be Positioned As Strategy Drivers

This paradigm shift isn't an option—it is imperative! Project managers and the PMO need to elevate from task-oriented doers and paper-pushers to strategic project leaders who are business partners and “Strategy Drivers” accelerating value for organizations. - Fola F. Alabi

A recent Harvard Business Review article by Antonio Nieto-Rodriguez stated that “CEOs hardly ever come from a project management position. The journey from project manager to CEO is often challenging, marked by what he called the “Gantt ceiling.” This barrier represents the hurdles and limitations that project management professionals encounter as they aspire to reach the highest echelons of executive leadership.” What can be done??

The future is bright see the video ??

Here are six strategies that can help create a future state where project managers and the PMO can get over the hurdles and limitations of achieving executive status, seen as strategy drivers and positioned for executive leadership:

1. Shifting Perspectives: The role of project managers has undergone a significant transformation. It's no longer just about executing plans; it is about shaping strategy -the approach -? and deciding on the right projects to be delivered the optimal way. By embracing this evolution, project managers can position themselves as indispensable assets, capable of steering their organizations toward sustainable growth and competitive advantage.
2. Embracing Strategic Thinking: At the heart of this transformation lies strategic thinking. Project managers must transcend the confines of their projects and adopt a broader, holistic view of the business landscape. This means understanding organizational goals, anticipating market trends, and aligning project objectives with overarching business strategies.
3. Driving Strategic Initiatives: Gone are the days of operating in silos. Today's project managers must actively seek opportunities to collaborate across departments, leveraging their unique vantage points to drive cross-functional initiatives. By championing innovation and fostering a culture of collaboration, they can position themselves as catalysts for change, driving strategic initiatives that propel the organization forward.
4. Forging Strategic Partnerships: To truly elevate their role, project managers must transcend transactional relationships and cultivate strategic partnerships across all levels of the organization. By fostering trust, credibility, and mutual respect, they can position themselves as trusted advisors, capable of influencing key decision-makers and shaping the strategic direction of the organization.
5. Understanding the Business Landscape: Before project managers can effectively shape organizational strategy, they must first gain a deeper understanding of the business landscape in which they operate. This involves familiarizing themselves with industry trends, competitive dynamics, and market forces that impact their organization. By staying informed about macroeconomic factors and emerging technologies, project managers can anticipate opportunities and challenges, informing their strategic decisions and driving value creation.
6. Understanding Other Aspects of the Business Beyond Their Domain and Scope: While project managers excel in their domain of expertise, they must also broaden their understanding of other aspects of the business. This includes finance, marketing, human resources, and operations—areas that may fall outside their traditional scope.

By developing a holistic understanding of how these functions intersect and contribute to organizational success, project managers can better align their initiatives with broader business objectives and collaborate effectively with cross-functional teams. This holistic perspective not only enhances their strategic acumen but also fosters a culture of collaboration and innovation across the organization.

Figure 2: Project Managers and The PMO - Strategic?

The Role of the Project Management Office (PMO) In this Evolution?

As project managers journey towards becoming strategic business partners, the evolution of the Project Management Office (PMO) plays a pivotal role in facilitating this transformation. By shifting from a focus on administrative oversight to strategic leadership, the PMO thereby transitions into a Strategy Realization Office (SRO), serving as the nexus for aligning project objectives with overarching business objectives. By providing guidance, standardization, and governance frameworks, the SRO empowers project managers to elevate their strategic contributions, ensuring that projects are not merely executed but strategically aligned to drive organizational success.

Through robust portfolio management, resource optimization, and performance measurement, the SRO becomes the catalyst for translating strategic vision into tangible outcomes. As project managers embrace strategic thinking, drive cross-functional initiatives, and forge meaningful partnerships, the SRO reinforces these efforts by providing the necessary infrastructure and support. Together, project managers and the SRO form a dynamic partnership, driving innovation, fostering collaboration, and ultimately shaping the future of their organizations.

This comprehensive approach not only enhances the strategic acumen of project managers but also positions the SRO as a strategic enabler, capable of driving organizational success and fostering a culture of excellence. By embracing this evolution, project managers and the SRO collectively solidify their legacy as true drivers of strategy, propelling their organizations towards new heights of achievement.

Organizations Plays a Crucial role

Organizations also need to proactively identify and nurture the project management discipline and its governance group within their organization. By working closely with human resources and talent management, organizations can create tailored solutions and programs for project managers to cultivate and improve their strategic leadership skills which in turn, creates opportunities for lateral and upward mobility.

You may ask: why should organizations care and invest in creating a strategic project management discipline?

"Without projects, organizational strategy cannot be realized. Without the process and people (project manager, the team and PMO) who champion this effort, organizations risk its existence." Fola F. Alabi

Therefore, ? organizations should care, and more importantly, develop project managers and the PMO to become strategic project leaders driving strategy for these other?reasons:

1. Driving Business Success: Strategic leadership is essential for business success and achieving organizational goals. By empowering project managers with strategic leadership skills, organizations can enhance their ability to innovate, adapt to change, and capitalize on emerging opportunities in the marketplace.

2. Competitive Advantage: In today's competitive business environment, organizations must differentiate themselves to stay ahead of the competition. Project managers who possess strong strategic leadership skills can help organizations develop and execute innovative strategies that create a competitive advantage and drive sustainable growth.

3. Effective Execution of Strategic Initiatives: Strategic initiatives often require cross-functional collaboration and alignment with organizational goals. Project managers with strategic leadership capabilities can effectively lead and coordinate these initiatives, ensuring they are executed efficiently and deliver the intended outcomes.

4. Talent Development and Retention: Investing in the development of project managers as strategic leaders demonstrates a commitment to employee development and talent retention. Offering opportunities for career advancement and skill enhancement can boost employee morale, engagement, and loyalty.

5. Mitigating Risks: Strategic leaders are better equipped to anticipate and mitigate risks, enabling organizations to navigate uncertainty and volatility more effectively. By fostering a culture of strategic leadership, organizations can enhance their resilience and ability to withstand external challenges.

6. Enhanced Reputation and Stakeholder Confidence: Organizations that are led by strategic-minded project managers are perceived as more innovative, adaptable, and forward-thinking by stakeholders, including customers, investors, and partners. This enhanced reputation can strengthen stakeholder confidence and support long-term business success.

Practical Steps For Organizations

Organizations can decide to do nothing and risk failure and even face extinction - just like Blockbusters, Kodak, and BlackBerry - or proactively decide to invest in programs and training to help transform project managers and PMOs into real value engines. Listed below are some areas organizations can use as a starting point:

1. Leadership Development Workshops: Organizing workshops focused on topics such as strategic thinking, decision-making, problem-solving, and effective communication. These workshops can be interactive, incorporating case studies, group activities, and simulations to enhance learning.

2. Mentorship Programs: Pairing project managers with experienced mentors who can provide guidance, share insights, and offer support in developing strategic leadership competencies. Mentorship programs facilitate knowledge transfer and create a supportive environment for growth.

3. Executive Coaching: Providing one-on-one coaching sessions with executive coaches who specialize in leadership development. These sessions are tailored to the individual needs of project managers, helping them identify strengths, overcome challenges, and reach their full potential as strategic leaders.

4. Cross-Functional Rotations: Offering opportunities for project managers to gain exposure to different organizational departments and functions. Cross-functional rotations allow project managers to broaden their perspectives, acquire new skills, and build relationships across the organization.

5. Advanced Training Programs: Designing advanced training programs focused on specific areas of strategic leadership, such as strategic planning, change management, stakeholder engagement, and innovation management. These programs provide in-depth knowledge and practical tools for driving strategic initiatives.

6. Action Learning Projects: Implementing action learning projects where project managers work on real-world strategic challenges faced by the organization. These projects provide hands-on experience and enable project managers to apply their strategic leadership skills in a practical setting while receiving feedback and support from mentors and coaches.

7. Peer Learning Networks: Facilitating peer learning networks or communities of practice where project managers can exchange ideas, share best practices, and learn from each other's experiences. Peer learning networks foster collaboration, creativity, and continuous learning among project managers.

8. External Training and Certifications: Supporting project managers in attending external training programs, and conferences, and obtaining certifications related to strategic leadership. External training opportunities expose project managers to industry trends, best practices, and new perspectives, enriching their strategic leadership capabilities.

By investing in the development of project managers as strategic leaders, organizations pave the way for future success and sustainability in a rapidly evolving business landscape.

The Path Forward

The journey from project manager to breaking the glass ceiling in the project management profession is not just a career progression; it's a paradigm shift. By developing a multifaceted approach and embracing a mindset shift, project managers can navigate this transformational journey effectively. This is not merely a linear progression but a dynamic paradigm shift, and the evolution of the Project Management Office (PMO) to a Strategy Realization Office (SRO) stands at its core. As project managers embark on this transformative journey, the SRO becomes instrumental in facilitating their ascent.?

Project managers need to cultivate strategic thinking, drive cross-functional initiatives, and forge meaningful partnerships. By transcending their traditional roles, project managers emerge not only as strategic leaders but as strategic project leaders who drive innovation, shape the future of their organizations, and seamlessly ensure the effective execution of deliverables and the realization of benefits. Seek opportunities to develop a cross-functional skill set, gain exposure to diverse business functions, and communicate your ambitions and drive for leadership roles.?

This comprehensive perspective not only enhances their strategic acumen but also positions them as invaluable assets, capable of propelling organizational success. Embracing this evolution, project managers solidify their legacy as true drivers of strategy, cementing their place as essential contributors to the organization's journey toward new heights of achievement. With the organization onboard and implementing programs to empower project managers to develop the strategic leadership skills needed to drive innovation, foster collaboration, and achieve business objectives effectively.

The future is promising for the project management profession. I am glad to be shaping the trajectory. I'm Fola F. Alabi, a Tech mum, Keynote speaker, consultant, and Mentor. I help committed professionals and business leaders transform their careers, businesses, and relationships by leveraging Strategic Leadership and Project Execution mastery skills to increase your income, impact, and influence that creates the triple win:?

1. A win for you,?

2. A win for your organization and?

3. A win for the global economy.?

About the Author, Fola F. Alabi:

?? Fola is an inspiring, evidence-based leader who sets and drives a clear vision, leading business results through excellence in project delivery and PMOs that drive strategy. Fola F. Alabi's goal is to transfer knowledge globally on Strategic leadership, Project execution mastery and communicating for impact to help drive strategic outcomes with Project intelligence. Fola lends her voice and expertise to podcasts and conferences, helping organizations elevate their leaders and teams with the skills needed to build high performers without the overwhelm.

?? Fola is available for keynote speaking, training, and corporate event facilitation. Send a DM! or an email to [email protected]. Elevate your workplace project leadership competence and receive evidence-based Strategic Project Leadership research solutions. Learn more about Fola's B2B services at www.FolaAlabi.com. Creating Strategic Project Leaders!

#projectmanagement #strategicliving #careergrowth #projectintelligence #StrategicLeadership #ProjectManagement #BusinessStrategy #Innovation #Collaboration #LeadershipDevelopment"