Author: Kevin Hurley

PMO Leaders: Creating Executive Conversations that Convert

This article is sponsored by Keyedin Solutions.

Convert your executive sponsors and leaders to staunch supporters of your PMO

If your leadership team does not understand your PMO capacity and corresponding strategy, they may have a difficult time trusting you with their most crucial business goals.

We recently hosted a webinar titled “Modern Capacity Planning – Putting the Strategy into Resource Management” in which many attendees cited this problem as paramount in their organizations.

The leadership perception issue, as we call it, usually comes in two forms:

  1. Executive sponsors do not possess top-level visibility. They hold the opinion that you can do many more projects than you are already engaged with and/or;
  2. If something goes wrong or deadlines are missed, some executives retain a perception that the PMO or project managers themselves are “not very good”—and rarely understand that capacity issues are at the bottom of these missed opportunities.

Here may be a difficult truth to accept: It is your fault. Not in the way leadership might characterize it, but because you’re not spending time developing your own PMs or PMO leaders to communicate well, in the right way, to executive stakeholders and sponsors.

As you probably already know, the key to reporting to these groups is to maintain a “no surprises” policy and to always be prepared. As a smart PM blogger cautioned: “Be prepared to be taken off course or to suddenly be dropped from the agenda (or call). Be prepared for seemingly random questions and for scrutiny of figures and data.”

Once you possess the data to create change management and communication collateral, executive-facing PMs will need training to identify the most effective way to communicate and manage change among business leaders. If you don’t have everybody aligned, based on solid information from real-time data, you’re not