Over recent years, there has been an acceleration in the transformation occurring in the region, with giga and mega projects increasingly being announced. With the emergence of new ways of working as a result of the pandemic, talent shortages in project management, and new technologies being adopted by project managers; the traditional project management role is evolving to remain effective and relevant in the future, according to top advisory and tax services company PwC.
In July and August 2021, PwC and PMI launched the Global Transformation and Project Management survey of over 4,000 professionals involved in leading or facilitating the delivery of projects to gather insights into latest trends and best practices.
Today, PwC Middle East has launched the Middle East cut of the survey titled “How to unlock your PMO’s strategic value.”
According to PWC, the 5 key lessons that can help PMOs in the Middle East unlock their strategic value are:
*C-suite support and flexibility are important factors
*People lie at the heart of success
*Identifying the right measures of success is key
*A digital mindset needs to be adopted at pace and
*Adapting to new realities is necessary
Commenting on the report, Mohammad Alkhaldi, Transformation Management Unit & Head of the Centre of Excellence, PwC Middle East said:"The results are consistent with our persistent belief that project management offices require strong c-suite connection and support to be effective, impactful and successful."
"Over recent months, through our Transformation Management Perspective series, we underscored the importance of the human aspect of project management as well, whether from an upskilling or role defining perspective," he stated.
When asked about the relevance of the findings to development in the region, Riyadh AlNajjar KSA Country Senior Leader & Transformation Management Unit Leader, PwC Middle East said: "Transformation and project management are becoming increasingly critical in the region, with many projects underway as part of overarching national visions, such as Vision 2030 in Saudi Arabia."
"For such projects, particularly at the giga and mega scales, to be successful, they must be managed in alignment with the project sponsors’ strategy, while maintaining the traditional focus on scope, budget and timeline," he added.

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