Project Management Office Manager's Competencies in
Telecommunication Industries: A Case Study in Indonesia
AGUSTINA DWIANTI1, SHEREN AURELIA LIMIN2, 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,
NDONESIA
2Management Program,
BINUS Business School, Bina Nusantara University,
Jakarta,
INDONESIA
3Applied Science and Imagination Center,
Daya Dimensi Indonesia,
Jakarta,
INDONESIA
Abstract: - In the telecommunications and Information Technology (IT) sectors, Project Management Office
(PMO) practices in Indonesia are seldom applied even though PMO has an essential role for companies as a
productivity tool and to overcome existing changes in the business world. This study aimed to validate five
PMO framework competencies and whether telecommunication sectors have applied these competencies. This
study uses in-depth interviews and structured questionnaires to obtain robust validation data from expert PMO
Managers. The data was obtained by interviewing five PMO expert respondents from PMOPI (Project
Management Professional Indonesia). The raw data were analyzed using NVivo 12 by four certified expert
coders. This study found that almost all PMO competencies were applied in the telecommunications industry,
with significant results. This result was validated with an inter-rater percentage of 95.31%, indicating that the
analyzed data had high accuracy. The business mainframe was the most utilized competency among the PMOs
in the telecommunications industry, with 29.13% of findings. The occurrence percentages of each dimension
with technical and professional specialists are as follows: 14.17%, effective intersocial competence is 12.60%,
organizational stewardship is 9.45%, the business mainframe is 29.13%, and effective personal competence is
3.15%. This study provides the knowledge and skills required for successful performance to be demonstrated as
a competent PMO manager.
Keywords: - Competence; managerial competence; PMO manager; PMO manager competence; project
management; telecommunication industry; telecommunication
Received: July 26, 2022. Revised: March 20, 2023. Accepted: April 11, 2023. Published: May 16, 2023.
1 Introduction
Economic uncertainty and turbulence often occur in
today's business world, which can rapidly change
and sometimes spiral out of control. This threatens
organizational performance when changes are
inevitable, [1]. Companies established
organizational business units in response to this
uncertainty, [2]. Companies can use project success
to survive in this situation since a successful project
helps the organization achieve its strategic
objectives, [3].
The company uses Project Management Offices
(PMO) to increase productivity and manage existing
changes. Using PMOs will enable companies to
operate more efficiently, gain a competitive
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Agustina Dwianti, Sheren Aurelia Limin,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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advantage, and grow in the long term despite the
uncertainty of competence standards, [4]. Managing
PMO plays a significant role in dealing with
uncertainty; therefore, competency standards are
necessary to deal with various challenges. The
challenges are comprehensive, and previous
research indicated that they were found across every
border of a country, region, and industry, [5].
Van Der Linde & Steyn [6] found no empirical
evidence that PMO involvement increases project or
organizational performance. PMO skills are
inhibited by several factors, including a lack of
resources, complexities in using PMO software, and
a lack of conceptual understanding, [7]. It is
impossible to accomplish a project without a well-
defined process. Maintaining the company’s
development efficiency ensured that the PMO
process and each related activity were sustainable
regarding project value creation. It is necessary to
establish a set of competency criteria for project
managers, [8].
Indonesia has the fastest-growing
telecommunications market in the world, driven
primarily by Indonesian consumers' transition to
digital, [9]. The competition between service
providers may be caused by the desire to meet
customer needs and improve the quality of their
services, including internet package programs, video
calls, or unlimited activation periods, [10]. To
maintain a competitive edge, telecommunications
companies must implement new projects and
continue providing innovative products, [11]. But in
his research, Ichsan [12] found low PMO practices
in Indonesia, particularly in the telecommunications
and IT sectors. The development of the PMO
manager competency framework, especially in the
telecommunications industry in Indonesia, requires
additional research to understand better PMO
practice and the development of PMO manager
competencies.
PMO manager competency framework was
developed using five core competencies: technical
professional specialty, effective interpersonal
competence, organizational stewardship, business
mainframe, and effective personal competence, [3].
A validation test was not conducted previously to
verify that the above skills were applied correctly.
In this study, the author aims to validate five skills
identified through case studies implemented by the
PMOs in telecommunications organizations. 
This study assumes that if the five main
dimensions of PMO manager competence are
applied and adjusted to their company's sector, the
company can increase PMO productivity and
increase competence in its PMO competence. This
paper is organized as follows: section 2 presents
some theoretical foundations about PMO Manager
competencies and how PMO competencies have
been implemented in telecommunication industries.
Section 3 describes the details of collecting and
processing data until the coding process with NVivo
12 software. Section 4 presents the obtained results
and statistical analysis for each dimension. Section 5
presents the conclusion of this research, and section
6 presents implications, limitations, and suggestions
for further study.
2 Literature Review
2.1 Competence based Human Resource
Management (CBHRM) theory
The globalization of business has forced companies
to compete against one another globally. Human
Resources (HR) is one of the most critical assets for
an organization to compete and gain a competitive
advantage. CBHRM emphasizes the relationship
between individual and organizational goals in
achieving company goals in the industrial
environment, [13]. Human Resource Management
(HRM) practices have used CBHRM as a
competency since the 1990s, [14]. An application of
HRM, CBHRM, focuses on an individual's
knowledge, skills, and attitudes rather than what is
accomplished on the job. CBHRM predicts success
in the workplace. CBHRM includes recruitment and
selection, training and development, performance
management, career management, compensation,
and rewards based on competencies,
[3],[15],[16],[17]. By implementing CBHRM,
companies can identify and select competent human
resources and meet their organizational needs.
2.2 Competency
Competence originated from the Latin word
"competentia," which means "right to speak", [18].
Behavioral characteristics determine employee
success more than intelligence or aptitude, [15]. A
company's success depends entirely on the quality
and level of its human resources, including
knowledge, experience, skills, and behavior as
described by the term competence, [19].
Competence is a functional area of work, where
knowledge, skill, and application are required, [20].
The ability to be competent is a necessity in
today's dynamic workplaces and changing contexts.
Developing individual ability-enhancing training
enables organizations to help employees recognize
their strengths and weaknesses to make better career
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Maharani Syahratu Kertapati, Olinda Calista Yetri,
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decisions or explore new career options, [18].
According to Loufrani-Fedida & Aldebert [21]
competencies are separated into two levels:
individual competence (micro) and organizational
competence (macro). An individual's (micro)
competence provides a combination of resources
that allow one to perform professional work under
certain conditions, such as in specific work
environments. Organizational competence offers a
variety of individual skills and a collaborative
environment to describe how groups work together
to achieve common goals.
Understanding an individual's competence based
on their skills, knowledge, and personal
characteristics will enable the organization to
enhance their performance and increase the success
of their projects, [22]. In this regard, organizations
can use competency development and assessment to
manage and develop human resources to build and
maintain organizational competitiveness and
performance, which designates that project
managers require a variety of competencies
depending on the type of project, [23].
2.3 PMO
According to the Project Management Body of
Knowledge (PMBOK) Guide [24] PMO is
responsible for standardizing project governance
processes. Loufrani-Fedida & Aldebert [25] stated
that the PMO is responsible for coordinating
organizational projects, providing training and
software, and formulating standard policies and
procedures. Using the PMO, projects can be
effectively implemented, monitored, and evaluated,
saving considerable time and reducing project risks,
[26]. PMO can be defined as an organization that
has the specific function of managing and ensuring
the success of projects using tools and methods.
PMO plays a significant role in improving the
quality of projects for several reasons, such as
controlling costs, increasing the predictability of
cost estimates, and facilitating the management of
larger and more complex projects, [6]. PMO helps
manage projects and portfolios, identify projects and
portfolios, develop Project Management (PM)
competencies, and maintain organizational value by
monitoring performance control throughout all
project phases, [8]. With PMO, companies could
maintain consistent levels of product quality by
sharing knowledge between projects, [27].
The PMO improves performance and acts as a
liaison to ensure the project aligns with the business
strategy, preventing it from being handled
separately, [28]. PMO managers need guidance
from organizations to reach optimal project
maturity, [25]. In anticipation of organizational
changes, the PMO also tends to change and evolve
to fulfill various roles and functions, [29].
To provide a clear understanding of PMO
functions, Zouheir & Rachid [30] identified six
categories of PMO functions, which include project
support, advice, and knowledge management. These
categories are as follows: project management and
control: monitoring projects, managing resources,
auditing projects, managing risks, ensuring strategic
alignment; project advice and support: managing
change, recruiting, coordinating multiple projects,
selecting, and prioritizing projects; implementation
of PMO methods & standards: standardizing project
management tools, adhering to methodological
standards, and developing PM processes; increasing
PM maturity: develop the skills of the PMO
manager, conduct training, and promote the culture
of the PMO; and extending and sharing knowledge:
coordinate project communication, centralized
project data, and ensure access to project
information is confirmed.
2.3.1 PMO Manager Competence
Hobbs & Aubry [31] found that out of 500 PMOs,
the percentage of a project manager is an essential
characteristic. An organization with all or most
projects under control is in a much better position to
fulfill the HR function. The following are the
competencies of PMO managers: experts using tools
and databases to identify collaborative relationships
between staff and upper management; attending
training to increase knowledge governance; linking
participation with other PMO members with the
remuneration system; adjusting knowledge to
corporate governance structures and projects to
avoid friction and conflicts; as well as conducting
organizational learning to manage the knowledge
management for upcoming projects, [32].
The framework used by Ahsan et al. [33] is the
Project Manager Competency Development
(PMCD) as well as the knowledge, skills, and
Ability (KSA) model. The findings indicated five
essential KSA capabilities: communications,
technical, stakeholder management, and time and
cost management. Fig. 1 below presents the
knowledge category as the crucial factor in the
educational background and the project
management certification. The following is an
explanation of the PMCD and KSA framework
models.
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Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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Fig. 1: PMCD and KSA framework models. [33]
The role of the PMO Manager in managing
projects in an organization is described by Roden et
al. [34], which includes communicating policies,
establishing procedures, updating PMO
deliverables, engaging with stakeholders throughout
the organization, complying with project portfolios,
programs, and methodologies, managing, and
reviewing projects and analyzing reports. As
described by Yesica et al. [3], qualifications have
been developed to assess the competence of the
PMO Managers based on their responsibilities. The
study identified 23 dimensions of competence,
which were then grouped into five core
competencies.
Fig. 2: Hierarchy of Core Competence. [3]
The five core competencies of PMO managers
based on their functions are listed as follows:
Technical & professional specialties such as
knowledge of the industry, expertise in PM
process, and PM tools mastery.
Effective intersocial competence includes
proficient communication, influencing with
impact, establishing connectivity, compassion
towards others, and officiating stakeholders.
Organizational stewardship such as:
managing operational execution, conducting
the tribe, fostering the people, orienting
strategy, and transformation management.
Business mainframe such as: scrutinizing
data, allocating proper resources, decisive
solution thinking, action with forethought,
customer mindset, business understanding,
and supervising implementation.
Effective personal competence includes fluid
analytics, work attitude, and emotional
engagement.
2.3.2 Application of PMO Competencies in the
Industry
Several PMO risks in the telecommunications
industry during the project development phase, such
as project initiation, planning, implementation, and
closing, [35]. Risks may be present in the scope,
schedule, budgeting, and resource allocation. Risks
are also related to the availability and competence of
labor. Implementing PMOs in the
telecommunications industry with guidelines for the
framework of 3 methodologies: network solutions
and complex contracts; product development; and
process reengineering, [36]. Companies can use
Primavera software to handle complex projects or
MS Project and MS Excel on other projects. PMO
managers must store project documents in a public
network and email updates to stakeholders.
According to Shah et al. [37] the authors have
discovered four competencies of PMO Managers
that lead to a high success rate in the
telecommunications industry, namely:
Manager education level, it is stated that
many managers are preferred to come from
business graduates, which will affect
performance in organizations with more
training and presentations.
With knowledge of managerial roles and
skills, managers must communicate effectively
and have interpersonal abilities, which implies
that managers require practical knowledge and
management concepts. Knowledge of
organizational roles and skills will help ensure
that it can be applied in the work of the PMO
Manager and determine whether the manager is
familiar with the management concept.
In leadership style, managers are expected to
be democratic in their behavior, to share
information regularly, to hold meetings, and to
ask employees for feedback to improve
processes or performance.
Motivation like providing compensation or
rewards to ensure the PMO Manager is
rewarded for what has been done. Establish
training programs and maintain an intranet with
articles and recommendations for each level.
Organizations should use PMO methods
and provide staff training in interpersonal,
technical, and management skills. The PMO
Manager must integrate a creative approach to
employee relations to participate in the decision-
making process for achieving goals and increase
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Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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the productivity of developing strategies for
achieving those goals and achieving project
success.
3 Methodology
3.1 Study Participants
A qualitative study was conducted in Indonesia by
interviewing critical respondents in the field of
PMO from the telecommunication industry. A
qualitative approach is more toward meaning,
concept, and definition, where the data is presented
descriptively to solve environmental problems, [38].
This study used in-depth interviews to validate five
project management competencies. 
3.2 Sample and Data Collection
A population is a valuable resource for researchers
that can be utilized as research material, [39].
Research focuses on competence applied to PMOs
so that all those involved in project management
may be considered a group. The population criterion
is a member of the Indonesian PMO professional
organization. There were 300 people, according to
data from the Indonesian PMO professional
organization. Wahyuni [40] may adjust no specific
criteria for determining the number of qualitative
research samples based on the research objectives.
An official Indonesian PMO union organization,
Project Management Office Professional Indonesia
(PMOPI), aided the researcher. Twenty-five lists of
potential respondents, including project managers
from various fields, were provided to the
researchers. Only five of the twenty-five candidates
agreed to participate in the interview. 
Based on Yesica et al. [3] the authors developed
a structured interview and questionnaire to obtain
data that supports the PMO competency validation
results. The author used in-depth interviews to build
interaction with the respondents and to get
information from them for further analysis and
validation. The structured questionnaire included
questions on background, expertise, and level
requirements from the PMO manager, job
description, key responsibilities, and challenges
faced by the PMO manager. The survey used a
questionnaire as the instrument to confirm and
validate the results of the previous study. The
survey method produced complex explanations
about participants' experience, knowledge, and
challenges, [41]. 
3.3 Data Analysis
An interview protocol was prepared based on the
research question to answer the research question.
The questions explored the respondent's
background, the PMO's function, and the PMO's
competencies used in their organization. The
authors made transcripts of each interview verbatim.
The authors used NVivo 12 software to code the
transcripts, which allows the code to emerge from
the data when examined. The authors used the
iterative process of collecting and analyzing data,
which allowed us to find relevant information. 
The data were processed using NVivo software.
NVivo is a software developed by researchers to
manage and extract meaning from peer-reviewed
data. NVivo is designed to record, sort, match, and
connect data to answer research questions. This
study presented the data as transcripts of interviews
and analyses of related papers it showed in the form
of words. Using several features provided by
NVivo, the data analysis process in this study
utilizes NVivo software to manage qualitative data
efficiently. NVivo could facilitate the visual
representation of the data, [42]. It allows the
researcher to validate the data from PMO interview
transcripts with five PMO competencies, [3].
3.4 Coding Process
The coding process in NVivo involves filling nodes
with data associated with concept categories
(codes). A node is a container for storing
information relevant to the concepts in each type of
node system, [43]. The development of coding
guidelines based on previous research, [3]. Five
categories or nodes were identified, namely
technical and professional specialty, effective
intersocial competence, organizational stewardship,
business mainframe, and effective personal
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Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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competence. In total, 23 sub-nodes exist within each
node. Qualitative research instruments rely heavily
on the skills of the researchers, including
observation, interviewing, and recording
observations. The coders are researchers certified in
behavioral competency mapping. To maintain
independence and avoid bias, the coders in this
study were distributed equally between two males
and two females. The coder used NVivo 12 to
encode the data in interviewing ten people.
Credibility, transferability, dependability, and
confirmability are trustworthiness criteria in
qualitative research. Each coder used NVivo 12 for
ten pax interviews. Inter-rate percentage agreement
measures the degree of agreement or reliability
between raters from multiple observers, [44].
The coders conducted inter-researcher
triangulation to ensure data collection accuracy and
minimize bias during data analysis, [43].
Researchers triangulate their conclusions by
consulting with more than one expert. Coders use
the Inter-Coder Reliability (ICR) technique to
reduce subjective bias in reliability testing by
requiring the presence of more than one coder or
rater. The common perception of the four coders is
the primary key in the Reliability test. Coders used
ICR in reliability testing to reduce subjective bias
and determine the consistency of coding results by
requiring at least two coders or raters. The four
coders (researchers) are similar in their
interpretation of the key informant's expressions. An
inter-rate percentage agreement of 95.31% implies
the reliability of the analysis is high since a range of
inter-coder reliability between 70% and 94% is an
acceptable level of agreement and exceptional
reliability, [43]. The coders calibrated the data to
ensure a common understanding of the findings
presented and the preparation of analysis reports
using quantitative analysis. In general, the
researchers followed these steps to conduct the
research:
Researchers transcripted and typed the
respondent’s interviews so they could describe
the problem. They also coded the raw data to
be transformed systematically and categorized
based on the research focus. Having completed
the categorization, the researcher conducted a
reconstruction analysis. The repeated data
analysis and the reconstruction resulted in
system relations between various related
concepts.
The researchers analyzed the relation of each
category by data classification. Different
atmospheric conditions influenced the
conditions for data collection, resulting in
different perspectives among coders. Therefore,
audio-visual recordings and field notes were
observed after each observation was
completed.  
In the third stage, the researcher interprets the
data by explaining the meaning of each
grouping according to the researcher's
perspective. Furthermore, it is essential to
explain the relationship between each unit and
its relationship to other teams.
4 Results
4.1 Demography
Table 1. shows that all respondents were PMO
experts working for five companies. They had
different specialties or job titles, but all of them
were from the telecommunications industry. Most
respondents have more than five years of experience
as a PMO manager; most were male, with an
average age of 40-50.
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Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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Table 1. Demographics of the respondents
Respondent
Job Position
Company
Name
Experience (Years)
Gender
Age
1
Head of Strategic
PMO
A
7 years as PMO
Network
4 years as PMO of
Transformation
5 years as Head of
Strategic PMO
Male
48
2
Head of PMO-
PQM
B
4 years as Head of
Network
5 years as Head of
PMO-PQM
Male
45
3
Head of Project
Management
C
5 years as Head of
Project Management
Female
40
4
Project
Management
Office
D
6 years as Project
Leader
5 years as Project
Management Office
Male
44
5
Head of
Performance
Management
E
8 years as PM
2 years as Head of
Performance
Management
Male
41
4.2 Analysis of Findings
Data collected from the interview transcripts were
undergone further analysis process. This process
provided the validation of PMO competencies. The
researchers used a total of 127 code quotes in this
analysis. In addition, several statements that support
competence are also found to be related to PMO
functions. The result of the study showed in Fig. 3.
The Project Support component of 14.96%
primarily emphasized how to develop a team,
support, control, and mentor a team project, as
well as conduct stakeholder management and
mentoring. "Controlling the progress of each
project and ensuring each milestone is achieved
as efficiently as possible from monitoring the
project' (Respondent 2).
Strategic Alignment is 2.36%. Strategic
alignment included participation in portfolio
management and strategic planning and
contributing to the project's success. "Ensuring
that the company's strategy is implemented by
the target for transformation" (Respondent 1).
Governance Oversight is 7.78%. In general,
Governance Oversight entailed supporting
operational activities within an organization
and building relationships with stakeholders.
"Coordination between projects and other
internal parties and the development of
Standard Operating Procedures (SOPs)
coordinated with business project management"
(Respondent 3).
Project Performance Enablers at 2.36%.
Project Performance Enablers guide teams,
evaluate, standardize, and manage projects.
“The third milestone of the implementation
section poses many challenges that require
coordinating all parties" (Respondent 2).
Organizational Performance Enablers at
0.79%. The Organizational Performance
Enabler is responsible for developing and
implementing the project. "Monitoring the
progress of each project for ongoing
implementation" (Respondent 2).
Learning and Organizational Growth of 3.15%. In
the PMO, Learning and Organizational Growth are
related to developing members' abilities, work
qualifications, competencies, and management
knowledge. "PMOs are generally responsible for
conducting group upgrades on knowledge projects
and coaching project managers" (Respondent 3).
The findings of this study demonstrated that PMO
competencies are closely related to project function,
which confirmed the previous research, [3]. PMO
functions in the telecommunications industry should
carry out responsibilities that integrate aspects of
competence and elements of the project function. A
significant difference was found in the effects of the
five competencies: technical and professional
specialty, effective intersocial competence,
organizational stewardship, business mainframe,
and effective personal competence. The analysis
results indicated that business acumen was the most
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Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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utilized competency among the PMOs in the
telecommunication industry, with 29.13% findings,
which is a significant difference from the results of
other competencies. The percentage occurrence of
each dimension with Technical and professional
specialty is 14.17%, Effective intersocial
competence is 12.60%, Organizational stewardship
is 9.45%, Business mainframe is 29.13%, and
Effective personal competence is 3.15%. Fig. 3
provides insight that a PMO manager must possess a
certain business sense to perform their task
effectively.
Fig. 3: Percentage of a project function and core competencies
Source: Graph generated by the authors
4.2.1 Technical & Professional Specialty
Competence
Technical and professional specialty competence
refers to an individual's ability related to the specific
skills and knowledge necessary for performing a
PM function. Regarding technical & professional
specialty, competence comprises three dimensions:
knowledge of the industry, experience with PM
process, and mastery of PM tools, [3]. Based on the
analysis results conducted to validate the previously
identified three dimensions, the percentage of each
dimension is shown in Fig. 4. The following
analysis was conducted based on the data collected
from PMO interviews in the telecommunications
industry.
From Fig. 4, the analysis results carried out with
NVivo 12, a percentage of each dimension was
obtained according to Table 2. There is knowledge
of the industry at 11.11%, expertise in PM process
at 50%, and PM tools mastery at 38.89%. The
percentage results were determined according to the
results obtained during the analysis process with the
following sample data. Therefore, PMO managers
must understand PM processes before applying the
relevant PM tools to ensure that this will help them
do their work more effectively.
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Fig. 4: Percentage of technical & professional specialty
Table 2. Detail of quotes code for Technical & Professional Specialty Competency
Core Competency
Dimension
Example quotes code for each
dimension
Technical & Professional
Specialty Competency
(18 code quotes)
Knowledge of Industry
(2 code quotes)
A gap still exists in customer
experiences and digital touchpoints
(knowledge). It is necessary to have a
basic understanding of the field o
accomplish the task. (Respondent 1)
Expertise in PM Process
(9 code quotes)
The role of the project management
office (PMO) is primarily to help
standardize projects and tools related to
project management and to ensure that
revenue is realized according to the
target. (Respondent 5)
PM Tools Mastery
(7 code quotes)
The PMO and PQM have a database
that allows all internal stakeholders to
keep track of all projects. (Respondent
2)
4.2.2 Effective Intersocial Competence
Effective intersocial competence refers to the ability
of individuals to function effectively in social
interactions. Yesica et al. [3] defined several
dimensions such as effective intersocial
competence, namely, proficient communication,
influencing with impact, establish connectivity,
compassionate towards others, and officiating
stakeholders. This study analyzes data from PMO
interviews in the telecommunications industry to
determine how much each dimension occurs. The
details of each dimension are provided in Fig. 5.
Fig. 5 displays the percentage of each dimension
appearing in Effective Intersocial Competence as
analyzed by NVivo 12. From the data above, the
following dimensions emerge proficient
communication 18.75%, influencing with impact
6.25%, establish connectivity 6.25%, compassionate
towards others 12.50%, and officiating stakeholders
56.25%. It can be seen from the results that
officiating stakeholders have a high percentage of
implementation in the PMO of the
telecommunications industry. The rate of occurrence
was determined by analyzing interview statements,
which were subsequently analyzed by the research
team. This specifies that one of the main tasks of
PMO managers is to manage stakeholder's
expectations as they have different interests in
expecting the outputs and outcomes of their
projects. At the same time, the PMO manager also
expects the project stakeholders to be engaged with
the projects.
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Agustina Dwianti, Sheren Aurelia Limin,
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Fig. 5: Percentage of effective intersocial competence
Table 3. Detail of quotes code for Effective Intersocial Competence
Core Competency
Dimension
Example quotes code for each
dimension
Effective Intersocial
Competence
(16 code quotes)
Proficient Communication
(3 code quotes)
The most complex and challenging
aspect of managing a PMO is
communicating effectively.
(Respondent 3)
Influencing with Impact
(1 code quote)
The most challenging aspect of
starting a career as a PMO manager is
that few individuals can accept this
position's functions. (Respondent 4)
Establish Connectivity
(1 code quote)
Building connectivity is one of the
skills that should be possessed before
working as a PMO manager.
(Respondent 3)
Compassionate towards Others
(2 code quotes)
The most complex challenge is
coordinating all parties to adjust when
dealing with different characters.
(Respondent 2)
Officiating Stakeholders
(9 code quotes)
Ensure the steering committee
establishes the company's long- and
medium-term strategy, manages
stakeholders, and coordinates
activities. (Respondent 1)
4.2.3 Organizational Stewardship
Organizational stewardship is a leadership behavior
that allows a person to guide others in achieving
business goals. According to the previous study,
five dimensions are part of the competency of
organizational stewardship, including managing
operational execution, conducting the tribe,
fostering the people, orienting strategy, and
transformation management, [3]. Analysis of the
five dimensions of Organizational Stewardship
competence has been performed to obtain
information on the percentages of each dimension in
the PMO of the telecommunications industry. The
results are shown in Fig. 6.
According to Fig. 6, there is a percentage
occurrence of each dimension in the organizational
stewardship competency. This includes managing
operational execution at 8.33%, conducting the tribe
at 50%, fostering the people at 33.3%, orienting
strategy at 8.33%, and transformation management
at 0%. Interestingly, this competence has a
percentage of 0%, which shows no significant need
for transformation management in managing PMO.
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This could be because most projects in telecom
companies have specific requirements and scopes.
A.T. Kearney [45] defined causes of failure of
transformation management in the
telecommunication industry were weak alignment
(strategy is not aligned with program design and
operational implementation); there is an
inappropriate program scope (the program focuses
too narrowly on one aspect of the operating model
or is too broad, resulting in the program eventually
collapsing under its weight); inadequate execution
(the organization lacks the sense of ownership and
urgency necessary to advance the program, and it is
unable to transition to an entirely revised operating
model). Furthermore, Cahyadi [46] supports that the
lack of standard project management methodologies
and approaches are new project management
systems/tools, communication issues, lack of strong
monitoring or supervision, unclear project priorities,
and differences among project stakeholders can
cause problems in delaying transformation
management.
In Table 4, sample data from interviews with
several statements of results have been analyzed to
obtain the percentage data shown above. PMO
managers must be able to coordinate with respective
parties, especially the project managers and their
teams. It also shall imply effective communication
among them to ensure everyone is aware of the
existence and performance of the projects.
Fig. 6: Percentage of organizational stewardship
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Table 4. Detail of quotes code for Organizational Stewardship
Core Competency
Dimension
Example quotes code for each
dimension.
Organizational
Stewardship
(12 code quotes)
Managing Operational Execution
(1 code quote)
PMs are not always placed on the
proficiency scale. For example, one
PM is more proficient in the core
development of the application.
However, it has been placed on
computer-simulated recruitment,
where it is more responsible for the
device. (Respondent 4)
Conducting the Tribe
(6 code quotes)
The company's internal formal
training is more general but focuses on
leadership. If the training is specific,
the PMO looks for the training itself,
such as outside certification.
Currently, it has not been the focus of
the PMO team to focus on
certification. (Respondent 3)
Fostering the People
(4 code quotes)
The most time-consuming
responsibility is coaching since each
PM has a different level of experience,
knowledge, and expectations. Some
complaints should be deferred to the
intermediate level. (Respondent 4)
Orienting Strategy
(1 code quote)
The PMO's role is to translate the
company's strategy to the
implementation level and develop
standard guidelines for project
managers to follow. (Respondent 1)
Transformation Management
(0 code quotes)
-
4.2.4 Business Mainframe
A business mainframe refers to a management skill
or behavior that can enhance competitive
advantages within a business. Yesica et al. [3] there
are seven dimensions of competence for a business
mainframe: scrutinize data, allocating proper
resources, decisive solution thinking, action with
forethought, customer mindset, business acuity, and
supervise implementation. The business mainframe
competency has the highest rate dimensions among
the other competencies due to its broad scope and
aspect covering various skills and behaviors. A
percentage of the appearance of dimensions
included in business acumen competency is
presented in Fig. 7. As a result, PMO shall have the
visibility of the projects. In most PMO practices, the
PMO managers do not have direct authority over the
project implementation process. However, the PMO
managers shall ensure that the project managers do
their work effectively per set-up PM governance.
As shown in Fig. 7, each dimension in the
business mainframe competence appears at a
percentage of the total, namely, scrutinize data at
13.51%, allocating proper resources at 8.11%,
decisive solution thinking at 5.41%, action with
forethought at 8.11%, customer mindset at 8.11%,
business acuity at 10.81%, and supervise
implementation at 45.95%. Business mainframe
refers to the dimensions that contribute most to the
success of other competencies. Interestingly, the
research team found a significant difference in
results for supervise implementation versus other
dimensions when analyzing the results of the
analysis conducted with NVivo 12. The supervise
implementation percentage is 45.95%, as can be
seen from the percentage of occurrences. This
means that half of the existing findings fit into this
dimension. Furthermore, it may lead to the
conclusion that PMOs often implement supervision
in the telecommunications industry. This percentage
data comes from an analysis of several statements of
interview results with sample data in Table 5. as
follows.
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Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
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Fig. 7: Percentage of business mainframe competence
Table 5. Detail of quotes code for Business Mainframe
Core Competency
Dimension
Example quotes code for each dimension.
Business Mainframe
(37 code quotes)
Scrutinize data
(5 code quotes)
Analyze the status of projects that enter the list, the
number of strategic projects, and the dashboard. The
number of projects, the value of each project, the
resources, the workload, the project manager, the
support, and complaints. (Respondent 4)
Allocating Proper Resources
(3 code quotes)
A key function of the PMO team is to provide resources
to the PM for the implementation of projects.
(Respondent 5)
Decisive Solution Thinking
(2 code quotes)
A PMO manager's responsibilities include organizing
strategic measures if there are obstacles. (Respondent 2)
Action with Forethought
(3 code quotes)
PMOs and PQMs are responsible for creating
frameworks in my organization. (Respondent 2)
Customer Mindset
(3 code quotes)
When performing tasks, the most common obstacle is
user complaints or requests, but these can still be
accommodated. (Respondent 5)
Business Acuity
(4 code quotes)
Changing the mindset from telecommunication
network-related tasks to more business-related tasks
and bringing the ability to see business organizations
from a broader perspective. (Respondent 1)
Supervise Implementation
(17 code quotes)
Supervise and control the performance of internal
project managers as well as conduct internal visits to
ensure that internal procedures are followed.
(Respondent 3)
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4.2.5 Effective Personal Competence
Effective personal competence is a combination of
skills, preferences, and a style that can improve
individual performance at work. Effective personal
competency consists of three dimensions: fluid
analysis, work attitude, and emotional engagement,
[3]. As shown in Table 6, the research team has
performed an analytical test of these three
dimensions in the telecommunications industry
using data obtained from PMOs.
Fig. 8 shows the emergence of each dimension of
effective personal competence: fluid analysis 25%,
work attitude 50%, and emotional engagement 25%.
According to this study's results, the differences
within each competency are not as significant as
within other core competencies. Based on the
analysis results, work attitude is the dimension with
the highest percentage of appearances. This
specifies that working in the PMO is the most
frequent application of this dimension. As shown in
Table 6, the percentage data above were obtained
from analyzing several statements of interview
results. To perform their duties, the PMO manager
shall lead the example to the rest of the project and
business organization. They shall exhibit
professionalism in doing their work, especially
during tough times.
Fig. 8: Percentage of effective personal competence
Table 6. Detail of quotes code for Effective Personal Competence
Core Competency
Dimension
Example quotes code for each dimension.
Effective Personal
Competence
(4 code quotes)
Fluid Analysis
(1 code quote)
Future innovations are desired to make the
future better. (Respondent 3)
Work Attitude
(2 code quotes)
One of the skills needed before becoming a
PMO manager is the ability to adapt to
change. (Respondent 1)
Emotional Engagement
(1 code quote)
Being patient is one of the most challenging
aspects of being a PMO manager.
(Respondent 3)
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4.2.6 Overlapping Coding
As a result of the analysis performed by the research
team, exciting findings were obtained, as well as
validating the five dimensions, [3]. Furthermore, the
researchers found that the data analysis results
showed that competencies and project functions
were implemented in the PMO. There was
overlapping coding among the quotes that supported
competence and project function statements based
on this analysis.
The overlapping coding was found in the
analysis of ten respondents' data. Overlapping data
has been found in the core competencies and project
functions, supervise implementation and project
support (74% to 93%), conducting the tribe and
learning and organization growth (56% to 64%), and
officiating stakeholders and governance oversight
(96% to 100%). In addition, overlapping was found
in the core competencies dimension; officiating
stakeholders (17% to 33%) is the dimension with
the most overlapping frequency based on the
research team's analysis results.
5 Conclusion
This paper validates the findings of Yesica et al. [3]
related to the five core competencies of a PMO
manager, namely: technical & professional
specialty, effective intersocial competence,
organizational stewardship, business acumen, and
effective personal competence, and it focuses on the
domain of ICT (Information Communication
Technology) industry. Based on Yesica et al. [3]
only the PMO manager competency framework was
found, and there has been no further research into
the implementation process. In this research, the
authors validated the competency framework. It was
found that Business Mainframe is the core
competence, followed by the Supervise
Implementation dimension with the most code
quotes. These two dimensions include management
skills and behaviors that contribute to increased
competitive advantage in business since today's
business world is characterized by uncertainty and
turbulence. Also since skills that require
interpersonal competence are more challenging to
develop. PMO Managers in the telecommunication
industry must supervise implementation capability
to ensure that business processes are within the
planning corridor and that implementation is
monitored and followed up to be effective. This
dimension is essential for business success,
especially in the telecommunication sector.
Most of the dimension in a previous study has
been implemented in the analyzed companies,
except for one dimension with 0% results,
transformation management. A.T. Kearney [45] and
Cahyadi [46] suggested that transformation
management can be delayed due to weak alignment
(the strategy does not align with a program design
or implementation), a lack of intense supervision
and monitoring, the lack of empowerment of the
PMO, and differences in priorities among project
stakeholders. The competencies identified can be
used in the design of competency-based training for
PMO managers and in updating job descriptions for
PMO managers. By providing the knowledge and
skills needed for successful performance,
competence as a PMO manager can be
demonstrated when preparing and accepting future
projects. This research is expected to support PMO
productivity and improve the quality of products or
services in the industry, especially in the
telecommunications sector. Hopefully, this research
will be helpful and expand to other industry
domains such as construction, oil and gas, financial
services, and other industries.
6 Implications, Limitations, and
Suggestions for Further Research
Based on Yesica et al. [3] findings, most of the
dimensions of the competency theory have been
applied to five companies in the telecommunications
sector. As a result, it is hoped that PMO managers in
Indonesia could comprehend the importance of
competencies based on their job position, company
sector, and experience. Furthermore, this study's
findings will help academics and researchers in the
field of PMO manager competency identify the
specific competencies needed to succeed in the role
of PMO manager. Due to the low implementation of
PMO competencies in Indonesia, this can be a key
opportunity to assist practitioners in implementing
competencies for the telecommunications sector and
other relevant industries.
Since PMOs are seldom applied in Indonesia,
especially in telecommunication industries, the main
limitation of this study is the high degree of
subjectivity. But, only five respondents have more
than five years of experience in the field of PMO
and are all a member of PMOPI. This demonstrated
that small sample sizes are effective for qualitative
research because the respondents can reach
saturation, [47]. Codes could be achieved relatively
efficiently in an in-depth interview, assuming that
five respondents are enough to accomplish this
research objective and represent the full
dimensionality of people's experiences, [48]. To
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Agustina Dwianti, Sheren Aurelia Limin,
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understand and substantially represent the full
dimensionality of people's experiences, five
interviews should suffice among a group of
relatively homogeneous individuals and enable the
development of meaningful themes and proper
interpretations, [49].
Organizational stewardship depends highly on
the coordination between PMO managers and their
respective parties, particularly with project
managers and their teams. Finding out how to
influence the PMO manager's leadership to support
this transformation management movement so it can
be communicated to top management or
stakeholders would be immensely helpful for future
study. More research could explore how leadership
in PMO regulates every PMO activity and how to
fully understand the dependence on top management
empowerment since, without it, PMO cannot
effectively influence the organization.
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WSEAS TRANSACTIONS on SYSTEMS
DOI: 10.37394/23202.2023.22.46
Agustina Dwianti, Sheren Aurelia Limin,
Mohammad Ichsan, Diena Dwidienawati,
Maharani Syahratu Kertapati, Olinda Calista Yetri,
Rafahana Ansiklia Kirana, Adji Pradana, R. Brahma Aditya
E-ISSN: 2224-2678
454
Volume 22, 2023