The 4PM Podcast
Transforming 4PM through: Integration to Deliver Value!
The 4PM Podcast is the newest platform in the UrukPM Outreach Trio.
The outreach trio includes the Applied Project Management YouTube Channel, the Applied Project Management Blog Site, and the 4PM Podcast. We will use these three platforms in an integrated way to provide maximum flexibility and benefits to our community.
In these podcast episodes, we will discuss various topics related to 4PM. In this context, 4PM refers to project, program, product, and portfolio management.
Our topics include various educational content such as case studies, books, practical tips, the latest trends, the pioneering Uruk Platform, and future interviews with respected project management experts and thought leaders.
Do you have topics or questions that you would like us to discuss? Please share!
The 4PM Podcast
Why should organizational leadership include a Chief Project Officer (CPO)?
In this episode of the 4PM Podcast, host Mounir Ajam explores the evolving role of the Chief Project Officer (CPO) and why organizations should consider adding this position to the C-suite. Drawing from insights in his upcoming book Successful Transformation, Mounir unpacks the responsibilities of a CPO, how this role aligns strategy with execution, and why it is still rare in today’s corporate world.
You’ll learn:
- The criteria for when an organization needs a CPO.
- The key responsibilities and impact of the role.
- Why the CPO is different from (yet complementary to) the COO, CSO, or CDO.
- The challenges and misconceptions organizations face about project leadership.
If your organization delivers value through projects, this episode will help you understand how a CPO can transform governance, alignment, and long-term success.
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Welcome to the 4 pm podcast, where ideas take shape and strategies find purpose. I am Mounir Ajam, founder and CEO of Rook Project Management, and I have a deep-seated passion for project management and community development, growing on decades of global experience across diverse industries and roles. I am here to guide you through the transformative power of the 4PMs project program, product and portfolio management, and our focus on business-integrated project management. Let's explore how integration unlocks unparalleled value for you and your organization. Good day, welcome back to the 4PM Podcast. I am Munir Ajam, your host, and I'm delighted you're here with me today. In this episode, we'll dive into an important leadership role in organization the Chief Project Officer, cpo. This topic is also a chapter in our upcoming book, successful Transformation. To set the stage, I'd like to share a quote from Tom Peters An organization is people leaders serving people, frontline team serving people, customers, communities. In today's conversation, we'll unpack what the CPO role is all about, why organizations should consider it and how it can transform the way value is delivered. Introduction I start this episode with a reminder Everything I propose here or in my upcoming book, successful Transformation, must be subjected to the organizational culture and context. The ideas and the possibilities of implementing them depend on the organization's project management maturity, along with its size and the level of its project expenditures. Accordingly, some parts of this transformation initiative can be readily accepted, while others might need time and higher maturity to implement.
Speaker 1:Even if the organization is not ready to establish a project management division, pmd, it should consider the chief project officer CPO role. Alternative titles include chief project management officer or vice president project management. Let us use CPO. The role of the CPO is unfamiliar and is a new concept. In this episode, I will address the following point do organizations need a CPO? What is the role of the CPO? What is the current state of practice? Question and concern Part one do organizations need a CPO? Our view, a related question is what criteria would be used to decide if the organization can benefit from this role. There are many factors to consider. However, I use the following guidelines to answer this question. If the organization is large enough to have divisions and chiefs for HR, it, finance, etc. And the various divisions do projects regularly and the organization delivers value through projects, then a project management division or at least a PMO and a CPO would benefit the organization. Another related question should we use quantitative criteria to decide? For example, should we use the number of projects and their value, complexity and importance? An organization can try using quantitative criteria. However, we still do not have enough data or case studies to guide us on quantitative criteria. Therefore, I prefer a different approach. If the organization consistently delivers success without a PMD or or PMOS, then we all know the definition of insanity. In that case, the organization must shift paradigms.
Speaker 1:Association for project management View. The association for project management, apm, held a roundtable discussion on the need for a chief project officer CPO role in the C-suite and its benefits to project delivery across industry sectors. The roundtable included project and business experts, such as Professor Adam Boddison, chief executive at APM, and other business and project management leaders. Apm documented the discussion's result via a white paper, which explored why businesses appoint a CPO to their executive board and the problem it will solve, such as managing risk and governanceance. Association for Project Management 2022. I reference this paper, including a link in the bibliography of my book, and part two the role of the CPO. So what is the role of CPO? Reinhard Wenger of the International Project Management Association published an article about this in 2017. Since we share similar views, here is a summary of that article Wagner 2017. Wagner 2017.
Speaker 1:The chief project officer CPO role is crucial for project-oriented or project-based organizations that deliver value through project. It focuses on aligning project management with the overall strategy and improving performance. Role and responsibilities the CPO is responsible for establishing governance system, directing project activities, leading project managers and supporting other board members in project-related tasks. Governance and strategy Alignment the CPO develops a project management strategy that aligns with the organization's overall strategy and integrates governance across projects, programs and portfolios. Directing project activities the CPO initiates, selects and prioritizes projects, ensures alignment with strategy and conducts performance reviews based on KPIS leadership and organizational support. The CPO leads project managers, supports other board members and project sponsorship, and participates in strategic change activities requiring competence in transformation and change. We must stress that the above are the areas led by the CPO, conducted with the support of the project management division and in collaboration with other executives and divisions. Further, the CPO is the project management function and division leader. Accordingly, the role of the CPO and the mandate of the PMD must be aligned.
Speaker 1:Part 3. The current state. The current state. In response to a point on the LinkedIn thread, I wanted to find the percentage of organization with a CPO or equivalent title. So I did unscientific research, but it is still a valuable indicator and used LinkedIn sales navigator, I found the following. The search was worldwide. I found about 1.5 KCPOs, 120 KCMOs, 320 KCTOs, 490 KCFOs and 500 KCOOs. The CEO's numbers were in the millions. They would not be valuable for comparison since many small companies could use the CEO title even if they do not have the other officer. However, comparing the number of CPOs versus COOs, the result is 0.3%. That is all. These results clearly show that this role is still rare. However, we are not surprised.
Speaker 1:The premise for this series of books and what we covered in them is that project management is still not formally accepted and recognized as a core organizational function. Organizations will not see a need for a CPO if they do not acknowledge project management as a core function. Part four questions and concerns. The following are questions and concerns specific to this role. Does the CPO role not lead to overlaps in the C-suite? At the C-suite, would the chief project officer CPO not overlap with the chief strategy officer CSO, the chief operating officer COO or other executives? Is it not possible to duplicate effort? This should not be the case. With proper planning and governance when establishing the project management division, management can ensure adequate delineation of responsibilities. For example, when formulating the strategy, the CSO would lead the effort supported by the CPO and the other executives. Once approved, the CPO translates the formulated strategy for execution through projects and programs in collaboration with the other executives. Further, the CPO has insight into capacity, competencies, feasibility, etc. To help refine the strategy with the CSO. Therefore, this would be a partnership. This would be a partnership. This concept is like the CFO's responsibility for the organization's finances, in collaboration with the other executives. The same is true for the other functions and executives.
Speaker 1:How about delegating the role of the CPO? The chief project officer role is essential, yet it is still not recognized enough. As a result, delegating this role to existing C-suite individuals as champions is a frequent practice. The challenge is that these other C-suite executives might not have enough project management expertise. As a result, they might hire consultants or a PMO director. They might lack a fundamental understanding of a proper CPO role and objective. This practice is like the mindset that anyone can run a project to. Therefore, any executive can sponsor the project management function. Project management function the CPO must be a dedicated role equal to other C-suite roles and must lead the project management division and function.
Speaker 1:Is the role of a CPO not the same as that of a COO. Some practitioners have also suggested that the CPO role is the same as the chief operating officer, coo. In some contexts this might be true. However, in most cases there are two distinct roles, each with a mandate. Then there must be some overlaps.
Speaker 1:I answered this point in response to the earlier question. Is the role of a CPO not the same as that of a CDO? Some organizations medical, hospitality, etc. Might have facilities divisions. Therefore, they might have a chief development officer role. Real estate development companies might have a similar role. Is this not the same thing as being a CPO? Not really. A CDO focuses on facilities projects, expansion, acquisition, maintenance, etc. However, the role of a CPO is broader and covers all aspects of project management in the organization, including project and marketing, hr, it and finance. Therefore, if a CDO role exists, it could become a director level instead of a chief officer. However, in some contexts, having both roles, working as partners, is possible. Would you equate a CPO with the head of an EPMO who report directly to the CEO? This question came from an online colleague, kyron D Bondale III. It is possible if an EPMO Enterprise Project Management Office is the only thing that exists. However, I see the CPO as the head of the PM function, which has a broader role than the EPMO director.
Speaker 1:It is essential to reflect on the transformative journey we have proposed. The insights and strategies discussed here are not theoretical concepts. They are practical tools designed to drive real change within your organization. Embracing these principles will enable you to build a sustainable and effective project management function, ensuring that your organization is well equipped to navigate complexities. Remember, transformation is not a one-time event, but an ongoing process that requires commitment, adaptability and continuous improvement. By fostering a culture of change and leveraging the power of project and program management, you can achieve remarkable outcomes and deliver exceptional value to your stakeholders. Accordingly, organizations delivering value through project must start the transformation journey with a respected project management leader as a chief project officer. As a chief project officer, if this episode resonated with you, I encourage you to subscribe, share it with your teams and explore more at urukpmcom. You can also connect with me directly on LinkedIn. This is Munir Ajam for the 4PM Podcast. Until next time, keep learning, keep leading and always deliver with purpose.