Revealing the Project Management Office Manager’s Competencies: A
Qualitative Study in Financial Industry
SITI TALIDAH1, ADVIA FILDZAH1, MOHAMMAD ICHSAN2, DIENA DWIDIENAWATI1,
MAHARANI SYAHRATU KERTAPATI3, OLINDA CALISTA YETRI3,
RAFAHANA ANSIKLIA KIRANA3, ADJI PRADANA3, R. BRAHMA ADITYA3
1Business Management Program, BINUS Business School, Bina Nusantara University, Jakarta,
INDONESIA
2Management Program, BINUS Business School, Bina Nusantara University, Jakarta, INDONESIA
3Applied Science and Imagination Center, Daya Dimensi Indonesia, Jakarta, INDONESIA
Abstract: - This study aimed to validate previous studies' five core competencies of PMO Managers. It describes
the competencies of effective PMO Managers as evidence of PMO practices in companies. Researchers obtained
data sources from five members of PMO Professional Indonesia (PMOPI) focused on the financial industry. This
study uses a qualitative research approach, collecting the data using structured interviews with selected
respondents. Certified experts have validated and calculated the percentage of occurrence of each core competency
and the PMO management function. A final analysis of the data is conducted using NVIVO Software. The study
has produced a percentage of the emergence of PMO managers' competencies, especially in the financial industry,
to validate the five core competencies from previous studies by specific dimensions. The analysis results of this
validation, with an inter-rater percentage of 95,31%, indicated that the data analyzed had high accuracy. This study
reveals that business mainframe is a competency often applied in the financial industry PMO. The findings are
26,83%, significantly different from the results of other competencies. The Technical & Professional Specialty is
10,87%, Effective Intersocial Competencies is 15,85%, Organizational Stewardship is 10,98%, and Effective
Personal Competencies is 3,05%. This study has provided new insight into PMO manager competencies which are
required for PMO managers to perform their work effectively. This set of competencies is required by
organizations that see the need to develop PMO managers’ capabilities in managing their projects.
Keywords: competencies; financial industry; project management office; PMO manager; PMO manager
competence.
Received: July 16, 2022. Revised: March 12, 2023. Accepted: March 23, 2023. Published: May 3, 2023.
1 Introduction
A project manager's failure to manage a project
effectively can cause problems. Business
organizations must prepare to face this challenge.
Therefore, they need structured management in the
form of a Project Management Office (PMO), [1].
The financial industry is a segment of the economy
whose companies and institutions provide financial
services to commercial and retail customers, [2]. The
PMO practice is commonly observed in the
Indonesian financial industry. However, the practice
generally benefits the industry, [3]. In the current
environment, there is a growing number of new
global players (large technology providers and
financial start-ups) offering traditional financial
services that were previously only available to
established financial institutions.
For decades, financial service firms could
quickly improve their services incrementally.
However, fewer could develop innovations capable
of shaping or creating new, [4]. Managing strategic
initiatives in the form of projects has proven
challenging for several business organizations.
Managing such initiatives requires a structured
approach using project portfolio management.
Organizations can select, prioritize, balance, and
reconfigure projects to always align with initiative
objectives. It is easier to manage corporate strategy
initiatives with a project management portfolio in
which each organization has priority initiatives
according to its goals, [5]. Economic environments
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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present enormous challenges to project managers.
Organizations constantly seek individuals who can
successfully lead complex projects, [2]. External
factors influence the economy, including the
composite stock index, industrial production index,
and the interest rate of federal banks, [5]. However,
there needs to be more visibility regarding the
development and implementation of PMO practices
in the industrial sector of Indonesia, [3].
Implementing project management in financial
organizations can improve efficiency, effectiveness,
flexibility, and quality, [2]. Despite that, the
exploration and exploitation of these resources
remain attractive prospects, [5].
Previous research on PMOs in Indonesia
revealed that the demand for PMOs is increasing in
various industries. It is necessary to develop PMO
competencies to improve the efficiency of PMO
operations. However, specific research has yet to be
conducted on environmental uncertainty in the
financial industry, especially in Indonesia. The facts
and problems indicate the need to recognize the
competencies of PMO managers to understand their
roles and develop the project profitably. Researchers
believe further research is necessary, especially in the
financial sector, [6]. The findings of previous
research suggest that the development of a manager's
PMO framework is based on five core competencies.
This study aims to analyze the relevant literature and
conduct validation tests for the five previously
studied competencies. The five core competencies
are Technical & Professional Specialty, Effective
Intersocial Competencies, Organizational
Stewardship, Business Mainframe, and Effective
Personal Competencies. These will describe effective
PMO as evidence for future studies on PMO
implementation in the organization, [6]. This study
focuses on how PMO managers must be able to apply
competencies based on the needs of the financial
industry, with the hope that these skills will also
apply to other sectors.
2 Literature Review
2.1 Theory
Competencies are personal traits or habits associated
with more effective or superior job performance. As
a new approach to human resources management,
competencies-based management emphasizes the
skills required to perform a particular job and allows
employees to develop their competencies through
career paths, [7]. Human resource competencies have
been played out early through the industrial era.
These competencies include human resources, skills,
expertise, knowledge, education, ideas, reasoning,
energy, and spirit. Competencies-Based Human
Resource Management (CBHRM) is an analytical
framework that utilizes the concept of competencies.
A competencies analysis will provide insights into
improving human resources' efficiency,
effectiveness, and development. These include
recruitment, selection, training, performance, and
award management, [6].
The attribution theory defines internal and
external attribution. Internal attribution is the
individual's capability and willingness to complete a
task successfully. In contrast, external attribution
refers to the individual's behaviour in challenging
tasks, [8]. Innovation theory describes the
dimensions of the social system with complex
interrelationships, such as social and economic, in
which history has a significant impact. This study has
developed an evolutionary theory in organization
theory using biological metaphors. The two
fundamental theories of evolution are the
contingency theory and social theory. In social
theory, organizations can be defined as the social
construction of technology within a community of
organizations that determines the evolution of
technology in general, [9].
2.2 Competencies
From a business perspective, competencies are "A
group of competencies, responsibilities, knowledge,
and abilities that enable an individual or organization
to be effective in a job or situation. Competencies
refer to the level of knowledge and ability that allows
a person to perform in different situations." business
dictionaries, [10]. Competencies are the
understanding, abilities, and skills acquired by a
person who has integrated substantial parts of
themselves and is cognitively and psychometrically
capable, [11].
Competencies fundamentally changed HRM
practice and sparked a movement to develop more
precise tools for predicting worker performance.
Many organizations use competencies in their
business to recruit, select, design, and manage
superior and effective performance, [12]. Conducting
competencies assessments of employees had a
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Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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practical impact on estimates of job performance. It
is common for organizations to use competencies as
an indicator of employee performance in developing
their employees. Competencies are also used as a
measuring tool to identify behavioural factors of
worker performance with the activities it carries out,
[13].
2.3 Project Management Office (PMO)
Companies working on projects have become more
familiar with project management recently. An
organization can create profits and increase
efficiency by implementing a project management
system. Organizations worldwide are investing in
training employees to give them greater authority
over their projects as a reliable method for managing
change, [14]. Project Management Offices (PMO)
are divisions or units within organizations that
facilitate the management of tasks, [15]. According
to [16], the PMO provides organizations with
essential innovations. Project Management Offices
manage organizational projects intending to
implement project management theories, tactics,
methodologies, instruments, and techniques, [17].
The PMO is the formal layer controlling the project
and top management, [18]. Project Management
Offices (PMO) are institutions for managing and
developing organizational projects and can enhance a
project manager's performance, [19]. A Project
Management Office (PMO) is a department or group
responsible for maintaining project management
standards, [10]. PMOs are complex structures with
no consensus on expectations or responsibilities
within each organization. A PMO is an
organizational unit aiming to standardise processes
and manage resources, methodologies, tools, and
techniques, [20]. In PMO, functions related to the
support of an undertaking and the tools, resources,
and methods required are provided. Its presence also
serves as a tool for sharing knowledge between
ongoing projects by maintaining a consistent
standard of quality over time, [6].
It is essential to have a PMO that systematically
manages project-related tasks, [16], particularly when
aligning the project to the organisation's needs to
meet the expectations of various stakeholders, [18].
The PMO is also part of project management, [9]. A
trusted PMO can encourage employees to be able to
exchange the information and knowledge they have
to support project development, [21]. Several
functions are performed by the Project Management
Office (PMO), which are as follows: Assist project
administration - Ensure that projects are implemented
according to plan, Control unique projects - Develop
and maintain previous project activities, Develop and
maintain project management - Implement training
programs for project management, [22].
The 20 Project Management Offices (PMO)
functions are categorized into the following five
categories, [22]. Including:
1. Resource Integration, manages project resources'
adequacy, competencies, and performance.
2. Business Alignment, Project Management is
responsible for managing the portfolio of projects
and dealing with customers and third parties.
3. Process Management, Project Management
involves establishing a collaborative project
management team through the PMO and
providing access to data and information within
the library.
4. Technical support, teams, and project managers
can rely on the PMO to prepare and advise them
to expand their skills, expertise, and knowledge.
5. Infrastructure Management, an efficient PMO,
facilitates the creation of a successful
organization.
PMOs are responsible for managing regulatory and
compliance projects to ensure the success of the
portfolio of projects. The following six factors
contribute to the competencies of a project manager:
Communication, Leading, Managing, Cognitive
Ability, Effectiveness and Efficiency, and
Professionalism, [23].
2.4 PMO in the Financial Industry
Various organizations and companies, including
insurance companies, banks, accounting firms, and
asset management firms, provide financial services.
It has become common for the financial industry to
implement project management and establish a
Project Management Office (PMO). Managing
complex projects poses significant challenges to
organizations and project managers since they
require individuals capable of leading them, [2].
These are the main competencies that project
managers should possess in the financial industry:
budgeting, scheduling, scoping, risk management,
project vision, interpersonal skills, and leadership,
[2]. Various financial industries, including the
banking and non-banking sectors, must adapt to
change to maintain high-performance levels, [24].
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Olinda Calista Yetri, Rafahana Ansiklia Kirana,
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2.5 PMO Manager
A business's success generally depends on its ability
to develop, design, and distribute products that
satisfy customers. Thus, managers manage processes
through procedures, including production and
teamwork coordination and monitoring productivity.
The project manager is considered one of the leading
people who contribute substantially to pushing the
project toward achievement, [25]. Management of
the PMO improves efficiency and effectiveness in the
organization by supporting the promotion of PMO
and facilitating team collaboration according to the
plans of each team. Management plays an essential
role in strengthening the position of the PMO
organization by adapting the vision and mission, as
well as developing each member's capability and
competencies, [6].
2.6 PMO Manager Competencies
Fig. 1: Core Competencies Hierarchy
Source: [6]
Their competencies (shown in Figure 1), job
descriptions, and function specifications determine a
PMO manager's function. PMO managers must
possess several competencies and skills to effectively
manage their projects, from 23 dimensions of
competencies successfully distilled into five
competencies, [6]. Including:
1. Technical & Professional Specialty,
managing projects in a particular industry
requires specific knowledge and skills.
2. Effective Intersocial Competencies,
interacting with others effectively and with
the appropriate skills and behaviours.
3. Organizational Stewardship assists in
achieving work objectives below the
performance level.
4. Business Mainframe, a business's
competitive advantage can be increased by
improving management skills and
behaviours.
5. Effective Personal Competencies, managing
a project revolves around its strengths. These
will facilitate a smooth working relationship
between those responsible for the project.
3 Methodology
3.1 Design
This research aims to solve problems in a particular
environment within a specific setting, [26]. In this
study, the researcher used qualitative research
methods, which provided an opportunity to examine
social and cultural phenomena in numbers and
understand a person's or group's experience in more
depth. Qualitative research aims to understand or
interpret a phenomenon's meaning, [27].
3.2 Types and Approaches of Research
3.2.1 Types of Research
Compared to other qualitative approaches,
descriptive qualitative studies are the least
burdensome for researchers with pre-existing
theoretical or philosophical commitments, [27]. The
qualitative descriptive analysis provides a
comprehensive, colloquially speaking, narrative of
certain events experienced by individuals and groups,
[28]. Researchers studied social phenomena and
human problems using descriptive qualifications in
this study. Researchers use surveys and interviews to
develop theories, check data validity, and grow
research.
3.2.2 Research Approach
Wahyuni describes seven research approaches
consisting of Ethnography, [27]. In anthropology,
this approach examines culture relating to ethnicity
and geographical location. Phenomenology
approaches that flow emphasize one's experience.
Field research is one of the broad approaches in
qualitative research. Grounded theories are
developed from research observations to explain
exciting phenomena. Historical research is
systematically collected and evaluated by data
relating to past events while simultaneously paying
attention to the present and future. Hermeneutics also
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involves the study and interpretation of biblical texts.
In this study, field research used a broad qualitative
research approach. Researchers use this approach to
observe the status of the competencies of PMO
managers from the financial industry directly on the
ground. As a result, transcripts from interviews with
PM managers in the financial industry are created,
encoded, and analyzed in various ways.
3.3 Population & Samples
The study of populations involves investigating
groups, events, or phenomena that interest
researchers, [26]. The researcher will conduct
validation tests on the Project Management Office's
(PMO) competencies during the research project.
This study's population is based on data obtained
from the PMO Professional Indonesia (PMOPI)
organization, which contains 300 members.
According to [27], there are no specific criteria for
determining the number of samples in qualitative
research. The sample selects the right individual,
object, or event to represent the entire population.
Using samples in research is more efficient, [26], and
this study adjusts the number of samples studied to
the needs. PMO Professional Indonesia (PMOPI)
assisted this research by providing 25 lists of
potential candidates from various fields. However,
only five agreed to be interviewed and completed
questionnaires. In qualitative research, samples were
selected based on subjective judgments and non-
probability methods, [29]. One of the non-
probability techniques used in this study is
convenience sampling through interviews with
selected respondents. This method is commonly used
during the exploratory phase of research projects to
gather information from a group of PMO managers.
The survey results using a questionnaire provided
demographic information, organizational
information, and the level of competence of PMO
managers.
3.4 Methods of Collecting Data
3.4.1 Interviews
Business researchers widely used data collection
methods with interviews to identify problems. An
interview is a conversation between two or more
people. Individual or group interviews may be
structured or unstructured, [26]. Structure discussions
are shown when the interviewer asks each respondent
a set of questions that have been predefined with a
specific category, [27]. Structured interviews are
conducted when all the required information has been
determined. According to this study, researchers
conducted structured interviews by asking the same
questions (relating to the functions and work
performed by the PMO manager) to all respondents.
A structured interview can help researchers complete
their research objectives by identifying specific
problems, identifying factors influencing them, and
answering research questions. The interviews are
conducted online using the Microsoft Teams
application is essential for using data collection
techniques when developing research instruments.
During the data collection process, researchers used
data sources from respondent interviews. This study
uses cross-sectional research as the method of
collecting data. Researchers use cross-sectional
research because it allows them to directly explore
phenomena, collect information rapidly, and produce
significant results more quickly, [27]. Cross-sectional
data are obtained from reliable data, allowing
conclusions and hypotheses to be formulated and
tested in new research areas, [30]. Data collection
techniques have five categories: field, observation,
interview, group discussion, and written, [27].
Presentations by participants, and visual descriptions
of the situation. As part of this study, data was
collected through interviews and surveys.
3.4.2 Survey
The survey was conducted using a questionnaire
instrument to collect data. Survey responses are
documented in a strictly defined alternative answer
format in response to predefined questions, [26]. The
questionnaire was distributed to participants via
email invitations. Before further analysis, the
researcher checked the result data twice for
completeness before continuing the investigation.
The research was conducted using online and
electronic questionnaires with closed questionnaire
types containing Yes/No questions and scaled
questions (1- 5). This question explains the function
of the process and whether it is carried out in the
respondent's organization. A record of respondents'
perceptions of the level of the role played by the
PMO under the leadership of the company's PMO
manager became the basis for further analysis.
3.5 Data Analysis
Analyzing data is a critical component of solving
research problems. The collected data were analyzed
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statistically to evaluate whether the resulting
hypothesis was supported, [26]. Researchers utilize
qualitative descriptive analysis to process, present,
and analyze qualitative data. Researchers collect
qualitative research data through interviews,
questionnaires, and journal articles. This data was
analyzed using the NVivo application. NVivo stands
for NUD*IST and Vivo. The software facilitates
developing, supporting, and managing qualitative
data analysis projects based on Non-Numerical
Unstructured Data Indexing, Searching, and
Theorizing. NVivo is designed to facilitate data
collection from various sources, including books,
research reports, historical documents, journal
articles, websites, and raw data from published
interviews, questionnaires, and research, [31].
The analysis of this study was based on the
transcripts of interviews and the questionnaire
results. Researchers can use NVivo to code and
analyze data processed in Excel and SPSS programs.
As a further means of decoding the results of data
analysis, researchers may use chart models,
diagrams, or graphs to perform thematic, content, or
comparative analysis and analyze the associative
relationships between one-way metrics, [31]. NVivo
enables researchers to improve their analytical skills
using specific applications, which becomes
particularly important within the study context and its
goals, [32].
3.6 Coding Process
Several decisions are made about data coding
following the study context, [33]. A total of 23 sub-
nodes of competencies exist in each node, namely
Technical and Professional Specialty, Effective
Intersocial Competencies, Organizational
Stewardship, Business Mainframe, and Effective
Personal Competencies. The coders utilize NVIVO
12 to code based on data collected from ten
interviews. They process multi-rater calibration and
calculation agreements between appraisers to ensure
triangulation is carried out effectively. The validity
of a claim is measured based on four criteria:
credibility, transferability, reliability, and
confirmation. An evaluation of credibility should be
based on perseverance, consultation with colleagues,
and triangulation. Triangulation involves examining
different data sources at other times and in different
ways. Several researchers collected and analysed data
in a triangulation process in which more than one
individual participated in data collection and
analysis. Coders use this technique to understand the
information they have obtained from research
subjects comprehensively.
During the data exploration, the individuals
involved have research experience. They do not have
a conflict of interest to avoid harming the researcher
or creating a new bias due to triangulation, [34]. The
coders in this study are certified researchers in
behavioural competencies mapping, with two males
and two females equally distributed. Inter-values
provide the confidence to explore similarities and
differences across datasets in various consistently
coded languages and cultural contexts. As a result of
combining the coding, the percentage of agreement
between raters was calculated (95.31%), which is
proven highly reliable, [35].
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4 Results
4.1 Demography
The demographic characteristics of the interviewees
are depicted in Table 1:
Table 1. Data Demography
Respondents
Position
Company
Industry
Sector
Experience
(Years)
Gender
Age
Respondent 1
Vice
President
Company A
Banking
Industry
1 Year
Male
37
Respondent 2
PMO Group
Leader
Company B
Banking
Industry
4 Years
Male
45
Respondent 3
Initiation
Manager and
Financing
Manager
Company C
Sharia Banking
Industry
1,5 Years
Female
26
Respondent 4
Head of
Department
Company D
Life and
Health
Insurance and
Asset
Management
1 Year
Male
35
Respondent 5
Head of
Digital and
Alternative
Channel
Business
Development
Company E
Indonesia
Financial
Service:
Financing,
Gold, and
Various
Services
2 Years
Male
33
According to Table 1, all five respondents are experts
in the PMO. Each of them works in 5 different
companies in the financial industry. A total of five
respondents have one to four years of experience
managing projects within PMO, four of whom are
males and one female, ranging in age from 25 to 50.
4.2 Findings Analysis
The research team in analysis process will use the
transcripts of interviews with PMO managers in the
financial industry. One hundred sixty-four code
citations were used to validate the PMO
competencies from the analyzed interview transcript
data set. This statement supports the core
competencies of the PMO function in the financial
industry, which states that:
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Table 2. PMO Manager Function
PMO Manager Function
Dimensions
Description
Sample Statement
Project Support (9,76%)
Develop and support a project
team, manage stakeholders, and
monitor and control the project's
progress.
From the onset of a project to its
completion, monitor and control its
progress. Each project timeline
should be maintained. Thus, from a
timeline perspective, some projects
are running this week, and some are
just beginning next week. The
PMO leader's general
responsibilities include ensuring
that the entire timeline process runs
smoothly and that there are no
project delays. (AK)
Strategic Alignments (3,66%)
They contribute to successful
project execution through portfolio
management and strategic planning.
The bank has been tasked with
monitoring and controlling all
projects listed in its business plan
for the relevant fiscal year. (AK)
Governance Oversight (8,54%)
They contribute to the
organization's operational activities
and interact with stakeholders.
Fostering communication between
project teams through the creation
and facilitation of discussion
forums. (AK)
Project Performance Enablers
(4,88%)
I managed the team, providing
project evaluations, increasing
project standardisation, and
reporting project progress to upper
management.
It assesses the delivery achievement
for each product development
feature and facilitates concerns and
issues arising during execution.
(TD)
Organizational Performance
Enablers (0,00%)
Having responsibility for every
project development and
implementation process, no
respondent's statements were found
in this dimension.
-
Learning Organizational Growth
(6.10%)
Qualifying team performance,
developing PMO members'
competence, and projecting
knowledge management.
The most difficult challenge is how
people development can be done
effectively within the organization
and from each unit. (TD)
Each function of the PMO manager has its own set of
responsibilities. The findings are shown in Table 2
that there are significant differences from the five
competencies mentioned in the previous study:
Technical and Professional Specialty, Effective
Intersocial Competencies, Organizational
Stewardship, Business Mainframe, and Effective
Personal Competencies, [6]. As a result, the
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Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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proportion of competencies that are often used in
Project Management Offices in the financial sector
with Technical and Professional specialties at
10.37%, Effective Intersocial Competencies at
15.85%, Organizational Stewardship at 10.98%,
Business Mainframe at 26.83%, and Effective
Personal Competencies at 3.05%. A graph is shown
in Figure 2, which illustrates the percentage of the
emergence of core competencies in the functions of
the PMO manager.
Fig. 2: Percentage of The Competencies and Function of The Project
Technical & Professional Specialty
Technical and Professional Specialty is the capability
of an individual in terms of specific technical
knowledge or skills required for project management
in particular industries. Figure 3 presents the three
dimensions of Technical and Professional Specialty
(Knowledge of Industry, Experience in PM Process,
and PM Tools Mastery) determined by interviews
and analysis of data collected in the financial
industry.
10,37%
15,85%
10,98%
26,83%
3,05%
9,76%
3,66%
8,54%
4,88%
0,00%
6,10%
Technical & Professional Specialty
Effective Intersocial Competence
Organizational Stewardship
Business Mainframe
Effective Personal Competence
Project Support
Strategic Alignment
Governance Oversight
Project Performance Enablers
Organizational Performance Enablers
Learning and Organizational Growth
The Competence and Function of The Project
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Fig. 3: Percentage of Technical & Professional Specialty
As shown in Figure 3, the percentage is validated
using NVIVO 12 to determine the number of
occurrences within each dimension. As a result, the
percentage of each dimension is 11.76% for
Knowledge of the Industry, 64.71% for Expertise in
the PM Process, and 23.53% for PM Tools Mastery.
Based on interviews and analysis conducted by the
research team, expertise in PM Process has the
highest percentage. Accordingly, the PMO Manager
is responsible for managing quality, cost, and
schedule while ensuring that the project's scope is
carefully considered.
11,76%
64,71%
23,53%
Knowledge of Industry Expertise in PM Process PM Tools Mastery
Technical & Professional Specialty
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Table 3. Quotes Codes for Each Dimension
Core
Competences
Dimension
Description
Example quotes codes
for each dimension
Technical &
Professional Specialty
(17 code quotes)
Knowledge of Industry
(2 code quotes)
It is excelling in the
professional knowledge
and skills of the recent
industry-related projects
and utilizing them to
fulfill their needs.
The more familiar the
PMO is with managing
projects in any industry,
the more likely he is to be
able to handle these
projects. (RR)
Expertise in PM Process
(11 code quotes)
The ability to carry out
the whole Project
Managing (PM) by giving
in-depth considerations to
quality, cost, schedule,
and scope.
The primary
responsibility of the
project management
office is to ensure that
projects are completed
within budget, on time,
and within the
organisation's scope.
(AK)
PM Tools Mastery
(4 code quotes)
We are leveraging the use
of various PM tools to
accomplish desired
results.
Since our project
monitoring dashboard
allows us to monitor
monthly reports, we
submit project reports
every quarter. (AK)
Effective Intersocial Competencies
Effective Intersocial Competencies are the ability to
interact effectively with others through specific skills
and behaviours. These competencies are divided into
five dimensions: Proficient Communication,
Influencing with Impact, Establish Connectivity,
Compassionate Towards Others, and Officiating
Stakeholders. The data is analyzed based on data
from PMO interviews within the financial industry to
determine how often each dimension occurs. As
shown in Figure 4, each dimension is described.
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Fig. 4: Percentage of Effective Intersocial Competencies
A percentage of dimensions are analyzed using
NVIVO for effective intersocial competencies.
Figure 4 shows 26.92% in Proficient
Communication, 3.85% in Influencing with Impact,
11.54% in Establish Connectivity, 3.85% in
Compassionate towards Others, and 53.85% in
Officiating Stakeholders. Officiating Stakeholders
have the highest percentage compared to the other
three dimensions. This indicates that negotiation and
mediation skills are essential for the PMO and the
project to manage conflicts and actions of others to
achieve common goals. A stakeholder is a necessary
group of people during the project lifecycle and is
indispensable to the project's success. The quotes
codes for each dimension are presented in Table 4.
26,92%
3,85%
11,54%
3,85%
53,85%
Proficient
Communication Influencing
with Impact Establish
Connectivity Compassionate
towards Others Officiating
Stakeholder
Effective Intersocial Competence
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Table 4. Quotes Codes for Each Dimension
Core
Competences
Dimension
Description
Example quotes code for
each dimension
Effective Intersocial
Competence
(26 code quotes)
Proficient Competence
(7 code quotes)
Individuals can
eloquently use their
verbal and non-verbal
skills in one-on-one or
group interactions.
Managing the PMO
requires excellent
communication skills and
the ability to convey
messages both up and
down. (RR)
Influencing with Impact
(1 code quote)
The ability to inspire and
influence others moves
people toward the
designated objectives.
It is equally essential for
PMO Managers to
possess the competency
of "Ability to Influence"
to remain relevant and
indispensable to
stakeholders. (TS)
Establish Connectivity
(3 code quotes)
Individuals engage others
to feel connected and
build trusting
relationships toward
mutual understanding.
As a result of his mandate
from the c-level, the PM
will function as a team
member to accomplish a
task or activity according
to an agreed-upon
timeline and activity. As a
project manager, you
have a lot on your plate.
However, one of the most
challenging aspects is
approaching the team and
having them carry out
their duties as team
members supporting your
role. (RR)
Compassionate Towards
Others
(1 code quote)
One’s ability to use a
variety of approaches to
interact with other people
while understanding their
feelings and appreciating
others’ esteem.
Getting the team to work
together toward achieving
goals is a challenge
requiring communication.
Team members need help
absorbing the commands
given to them because of
several factors, where
adjustments need to be
made based on the
characteristics of each
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Core
Competences
Dimension
Description
Example quotes code for
each dimension
PM. Supporting the
project requires trust and
support. (RR)
Officiating Stakeholders
(14 code quotes)
It is the ability to
negotiate and meditate
with stakeholders in
managing conflicts,
gaining others’ support
and action to reach a
mutual goal.
The project owner should
have the same perception
regarding project
management as the
guidelines dictate. (AK)
Fig. 5: Percentage of Organizational Stewardship
Organizational Stewardship
Organizational Stewardship is a leadership behaviour
that allows one to guide others to reach business
objectives. Based on previous research, [6]. Figure 5
shows five dimensions of this competency:
Managing Operational Execution, Conducting the
Tribe, Fostering the People, Orienting Strategy, and
Transformation Management. These dimensions in
the PMO of the Financial Industry will be analyzed
to determine the percentage of events occurring in
each dimension. PMO managers in the banking
industry are not required to engage and assign
subordinates according to their appropriate skill sets
to implement the roadmap. As shown in Figure 5, a
percentage of Organizational Stewardship
Competencies emerging for Managing Operational
Execution at 0.00%, Conducting the Tribe at 55.56%,
Fostering the People at 11.11%, Orienting Strategy at
16.67%, and Transformation Management at 16.67%.
The absence of managing operational execution
could be understood that the PMO team considers
their work non-routine work. Hence the respondent
considered not taking it into account. However, there
are dimensions with the highest percentage, tribal,
involving individuals who can hire and empower
people based on the necessity to form the team. This
type of leadership is effective and recognizes that the
group will contain individuals of different types,
which is extremely important in the company,
especially in the project management role. It could
lead to the understanding that they are project-
oriented, where the team and tasks can change
dynamically. As shown in Table 5, the data from the
analysis were obtained from the PMO interview,
which provided the percentage data.
0,00%
55,56%
11,11% 16,67% 16,67%
Managing
Operational
Execution
Conducting the
Tribe Fostering the
People Orienting
Strategy Transformation
Management
Organizational Stewardship
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Table 5. Quotes Codes for Each Dimension
Core
Competences
Dimension
Description
Example quotes code for
each dimension
Organizational
Stewardship
(18 code quotes)
Managing Operational
Execution
Ability to involve and
assign subordinates based
on relevant skills to
execute the corresponding
roadmap.
-
Conducting the Tribe
(10 code quotes)
Individuals' capability to
employ and empower
people based on their
ability and business needs
to become an effective
team while also being
conscious of the diversity
within the group.
The specific task we
perform is discussing any
constraints in the project
with the team every
morning for about fifteen
to twenty minutes. We
commonly invite
members of the project
team from other
performances to inquire
about the project's
progress. (AK)
Fostering the People
(2 code quotes)
One’s ability to give
timely feedback,
guidance, or suggestions,
and customized, targeted
development program
towards subordinates
based on their
performance.
My informal approach to
the team accounts for
20% of my
responsibilities. If there's
an escalation, I can do it
formally, but if that's not
the case, we can do it in
an informal session. (RR)
Orienting Strategy
(3 code quotes)
The ability to create the
desired vision and
translate it into executable
actions.
The PMO promotes the
development of every
product following its
priorities and aligns it
with the organisation's
direction. (TD)
Transformation
Management
(3 code quotes)
Individuals' capability to
become the catalyst of
transformation while
addressing and resolving
emerging issues regarding
the changes being made.
Someone must oversee
the transformation
program. PMOs simplify
determining the primary
and alternative strategies
to maintain a successful
transformation for
management and other
stakeholders. (TS)
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Business Mainframe
Business Mainframe is skills and behaviours that can
be used to increase competitiveness. The research
team analysed data collected from interviews with
respondents in the financial industry, as shown in
Table 6. Compared to other competencies, Business
Mainframe possesses the most dimensions. Such as
Scrutinize Data, Allocating Proper Resources,
Decisive Solution Thinking, Actions with
Forethought, Customer Mindset, Business Acuity,
and Supervise Implementation. Figure 6 presents an
analysis of how much dimensional emergence occurs
in the competencies of the Business Mainframe.
Based on NVIVO 12, Figure 6 illustrates the
percentage occurrences of Business Mainframe
competencies, including 13.64% at Scrutinize Data,
6.82% at Allocating Proper Resources, 9.09% at
Decisive Solution Thinking, 20.45% at Action with
Forethought, 6.82% at Customer Mindset, 18.18% at
Business Acuity, 25% at Supervise Implementation,
which were derived through the analysis of interview
results. The Percentage of Supervise Implementation
has the most significant percentage. It is visible in the
event dimension and is a dimension that is often
applied in PMO.
This can establish that the PMO manager has the
competencies to implement, which is responsible for
ensuring business processes are in the planning stage
and supervising PMO activities effectively and
efficiently. PMO Managers must implement
Supervision Implementation to ensure business
processes are planned and manage PMO activities
effectively and efficiently. As shown in the above
picture, the percentages were determined through
interviews with the statement in Table 6.
Fig. 6: Percentage of Business Mainframe
13,64%
6,82% 9,09%
20,45%
6,82%
18,18%
25,00%
Scrutinize data Allocating
Proper
Resources
Decisive
Solution
Thinking
Action with
Forethought Customer
Mindset Business Acuity Supervise
implementation
Business Mainframe
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Table 6. Quotes Codes for Each Dimension
Core
Competences
Dimension
Description
Example quotes code for
each dimension
Business Mainframe
(44 code quotes)
Scrutinize data
(6 code quotes)
One's ability to gather,
analyze, and gain insights
by connecting with
various reliable
information.
A business case is a
critical component in
determining whether a
project is successful since
every project must be able
to provide its calculations.
Are there any
improvements that can be
made to this project, both
tangibles and intangibles.
For a project to be
successful, it will depend
on whether at least one of
these points is reached.
(RR)
Allocating Proper
Resources
(3 code quotes)
Individuals' ability to
properly distribute the
resources at the right time
and in the right place
according to the business
needs and situations.
Several factors can affect
a timeline (e.g. budget
constraints, bureaucracy).
(NQ)
Decisive Solution
Thinking
(4 code quotes)
The ability to make
alternatives, create
decision criteria, consider
the benefit and risks, and
determine the best
solutions.
In addition to managing
the project's schedule, I
discuss team targets and
the completion of the
tasks with the PMO team
daily. (TS)
Action with Forethought
(9 code quotes)
The ability to see the
bigger picture in the
business process and take
steps to prioritize which
resources are needed to be
implemented.
The PMO must have
some technical
knowledge, but if he gets
too deep into it, he cannot
see the big picture. (RR)
Customer Mindset
(3 code quotes)
Individual’s ability to
understand and provide
what customer needs and
timely giving action to
resolve complaints to
ensure customer
satisfaction.
Dealing with changing
user requirements is one
of the most challenging
aspects of being a new
PMO manager. (NQ)
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Core
Competences
Dimension
Description
Example quotes code for
each dimension
Business Acuity
(8 code quotes)
Understands the business
process and functions to
maximize the opportunity
to generate a competitive
advantage.
To achieve faster service
level agreements and
better work output, every
aspect of the financing
operation is conducted as
usual/by existing
procedures. Implementing
process enhancements to
keep up with the
development in
operations, especially in
digital banking, calls for
forming a PMO team.
(NQ)
Supervise
implementation
(11 code quotes)
One's ability to ensure
that the business
processes are within the
corridor of planning while
overseeing and following
up on the implementation
to be effectively
managed.
Typically, monitoring is
utilized for projects. I
usually break it down into
something I monitor from
the side of the project
plan. I observe it almost
daily, occupying
approximately 50% of my
time. I need to verify that
everything is on track,
that everything is on time,
and that there are no
delays. I usually hold
meetings where I will
check the WBS (work
breakdown structure).
(RR)
Effective Personal Competencies
Effective Personal Competencies are the ability,
style, and preferences that improve an individual's
performance in the workplace. According to the
research by [6], there are three dimensions of
competencies for Effective Personal Competencies:
Fluid Analytics, Work Attitude, and Emotional
Engagement. Figure 7 shows the percentage of the
three dimensions analyzed using data from the PMO
financial industry. The Figure above shows that the
banking industry has a critical and agile mindset,
incorporating innovation into every project it
undertakes. The percentage results in Effective
Personal Competencies triggered Fluid Analytics at
0.00%, Work Attitude at 80%, and Emotional
Engagement at 20%. As a result, the financial
industry does not require fluid analytics because they
are already embedded in individuals. Work Attitude
has the highest percentage. This indicates that in the
PMO, maintaining moral standards during project
completion can be achieved by adapting behaviour
and applying moral values, especially when working
in a constantly changing business environment. An
individual’s work attitude impacts every aspect of
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Siti Talidah, Advia Fildzah,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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their work, from job satisfaction to commitment to
the organization to their treatment of co-workers and
customers. Based on NVIVO 12 and analysis by the
research team, the percentage of occurrences of each
dimension of Effective Personal Competencies was
determined from interview data in Figure 7,
explaining the statements as shown in the Table 7.
Fig. 7: Percentage of Effective Personal Competencies
Table 7. Quotes Codes for Each Dimension
Core
Competences
Dimension
Description
Example quotes code for
each dimension
Effective Personal
Competence
(5 code quotes)
Fluid Analytics
Individuals can easily
understand an abstract
concept, have an agile
mindset, think out of the
box, and be critical at
work.
-
Work Attitude
(4 code quotes)
Individual’s intentions in
adjusting behaviour and
upholding moral values
while keeping on track to
exceed the expected
goals.
As a project manager, you
must be prepared to
embark on different types
of projects every day.
(RR)
0,00%
80,00%
20,00%
Fluid Analytics Work Attitude Emotional Engagement
Effective Personal Competence
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Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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Core
Competences
Dimension
Description
Example quotes code for
each dimension
Emotional Engagement
(1 code quote)
Individual's dispositions
to work with preference
tasks, having efficacy in
finishing the job, being
able to withstand
pressure, and sensitivity
in knowing and managing
one's and other's
emotions.
It is necessary to be
willing to go into detail
when necessary. When an
issue arises, project
managers commonly
delegate responsibility to
subject matter experts,
even when the project
team under their
supervision requires a
project manager.
However, it is common
for project managers to
manage only one level.
(RR)
Overlapping Coding
The analysis results carried out by the research team
were used to validate the five dimensions in the
previous research, [6]. Overlapping coding was
found between the core competencies codes and PM
Management Functions from the data analyzed by ten
respondents. As a result, the overlapping code
between the quotes supports the competencies and
function of the PMO Project. The data overlapping
code produces Supervise Implementation and Project
Support (74% - 93%), Conducting the Tribe and
Learning and Organizational Growth (56% - 64%),
Officiating Stakeholder and Governance Oversight
(96% - 100%), and Officiating Stakeholder (17% -
33%) the dimension of overlapping coding frequency
is the highest.
5 Conclusion
This paper examines the validity of previous findings
regarding the five core competencies of PMO
managers. The five core competencies of PMO
managers include Technical and Professional
Specialty, Effective Intersocial Competencies,
Organizational Stewardship, Business Mainframe,
and Effective Personal Competencies. A previous
study, [6], indicates that a PMO manager must
possess specific skills and competencies to perform
their duties effectively. As part of prior research,
validation studies have been conducted to understand
functional competencies, particularly in the financial
industry for PMO managers. The proposed
competencies could provide insight for PMO
managers in measuring individual co-competencies
levels to identify each competency in the project that
will change in the future.
The result of this research can be used as a basis for
further research to discover something new in the
field of PMO leadership. The study aims to provide
insight into effectively managing top management
and PMO activities directly impacting the
organization, [6]. The competencies should be
defined thoroughly during the research process and
described to respondents to minimize the differences
in interpretation. They start with the importance of
improving the quality of work. This study states that
Expertise in PM Process and Work Attitudes shows
higher results on competencies in the financial
industry. Some competencies exist because they are
essential as a whole but do not provide meaning to
the work of each individual. According to the results
in the Fluid Analytics and Managing Operational
Execution, dimensions are still empty because the
respondents have mastered their duties and
responsibilities. Therefore there is no need to apply
these competencies. In organizational Stewardship,
leaders guide their teams to achieve corporate
objectives. By identifying subordinates' skills and
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Olinda Calista Yetri, Rafahana Ansiklia Kirana,
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assigning them accordingly, the PMO can give
assistants to implement the appropriate roadmap.
High-performing PMOs can implement
organizational strategies effectively, creating
business value and evaluating performance.
Influential Personal Competencies leaders can
enhance an individual's performance at work by
using their capabilities, styles, and preferences.
Accordingly, fluid analytics is defined as one's ability
to understand abstract concepts, have an agile
mindset, think outside the box, and be critical in the
workplace to determine conditions and improve
performance.
In this study, researchers found that several PMO
managers have applied all five competencies to
accomplish their tasks effectively. Project success
depends on the competencies that the team members
possess. These competencies are needed to meet the
requirements of the organizational structure of the
business strategy. This study is expected to provide
readers, especially PMO managers, with helpful
information regarding applying and developing
competencies in the financial services industry.
Research recommendations are suggested for the
future. Based on the findings of this study, it is
concluded that a dimension of PMO manager
competence generates 0%. This dimension has not
been applied to the area of industrial finance. As a
result, it can be used as a recommendation for further
research to determine whether the dimensions of each
core competency apply to the competencies of PMO
managers in other industries, particularly in the
dimensions of Fluid Analytics and Managing
Operational Execution. The same approach of this
study shall be expanded to other industrial sectors to
compare how the PMO manager competencies
appear in the different industries.
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DOI: 10.37394/23202.2023.22.42
Siti Talidah, Advia Fildzah,
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Maharani Syahratu Kertapati,
Olinda Calista Yetri, Rafahana Ansiklia Kirana,
Adji Pradana, R. Brahma Aditya
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