The chief project officer: a new executive role for turbulent times

Abstract

Purpose While it is common for most C-suite executives to have substantial project responsibilities, many do not have a strong understanding of project management leading to significant failures. As projects are the main mechanisms for implementing changes, project performance has disproportional impact on the competitiveness and viability of organizations. This paper aims to attempt to raise awareness of the Chief Project Officer (CPO) role and lay out important skills and capabilities that are needed for managers to ascend to this role as well as key topics of concern when preparing the mindset to be a successful CPO. Design/methodology/approach The authors have based this research on reviewing publications from the project management journals and publications, interviews of project management professionals and drawing from our industry experience in the field of project management. Findings Most organizations have project managers, either formal or informal, to lead projects. As project environment intensifies across industries, larger organizations rely on a project executives and project management office to oversee projects and performance of C-suite tasks. However, these projects and project management office (PMO) managers often lacks the authority and legitimacy to fully carry out the expected function. This is a clear gap in organizational management, and the gap is growing as more resources are dedicated to projects. Many organizations are equipped with the human resource to develop a CPO, the authors identify five main skills and 20 key topics that are crucial to the success of this vital role. Originality/value While the awareness of the CPO is still in its infancy, most organizations have equivalent or emerging senior project executive roles that may evolve and become CPOs. Today, organizations are increasingly pushed to pursue project-oriented structures to a rapidly changing environment, global market and fast-paced technological advances. It is likely that the CPO role will grow and become a crucial component in top management teams in the coming years to help organizations in moving forward to achieve their strategic goals and objectives.

Bias versus error: why projects fall short

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Managing construction project risks in turbulent times: a stakeholders perspective

“…Methods and techniques related to each construction project are key in this regard. Construction projects are pertinent for implementing change and investment (William, 2010;Manhart et al, 2020;Wu and Zhu, 2021). Therefore, the intricacy gives rise to several risks that can affect construction projects' quality, cost, time, and overall sustainability (Ebekozien and Omoh-Paul, 2023).…”