If you talk to PMO Directors about their work, you’ll often hear a familiar theme. The role is complex, highly visible and sits right at the intersection of strategy, delivery and leadership. Decisions made at this level shape how the organisation invests in change and how effectively that change is delivered.

The PMO Director role is demanding, influential and often misunderstood. It goes far beyond running a PMO function. It is about setting direction, influencing senior leaders and ensuring the organisation’s investment in projects, programmes and portfolios delivers measurable value.

This guide brings together everything an aspiring or current PMO Director needs to know. It explains the role clearly, shares real-world insight and points you toward professional development resources that support success at this level. Whether you are preparing for your first PMO Director role or strengthening your impact in post, this is your go-to starting point for understanding what the PMO Director role is really about.

What does a PMO Director actually do?

The PMO Director role provides effective, organisation wide PMO capabilities, from delivery support through to oversight, scrutiny and challenge, to support the delivery or the organisation’s strategy through aligned portfolio(s) of change.

Working closely with senior executives, the PMO Director shapes portfolio governance, leads prioritisation and reprioritisation, and ensures planning, budgeting and delivery decisions are joined up. They provide strategic insight across performance, risk and value, while building the organisation’s delivery capability and capacity to meet current and future needs.

PMO Directors also lead the PMO function itself, setting standards, managing investment and assuring value for money. While every organisation is different, these responsibilities are set out in the PMO Competency Framework, which provides a consistent reference point for the PMO Director role.

If you are exploring this role or have recently stepped into it, our free introductory resource is a great place to begin:

Download the free eBook: How to Get Started as a PMO Director

Becoming a PMO Director: the path and the competences

For many PMO professionals, becoming a PMO Director is a natural next step, but it is also a significant shift in mindset. Success at this level requires more than experience in delivery support or PMO management. It demands strategic thinking, leadership confidence and the ability to influence at senior levels.

The PMO Competency Framework provides a useful way to understand this progression. It spans four competency domains:

P3M Administration – foundational administrative and coordination support.
P3M Delivery Support – hands-on support to projects, programmes and portfolios.
P3M Enabling – building capability through methods, tools and ways of working.
PMO Management – designing, running, transforming and closing PMOs.

PMO Directors typically draw on all four domains, but their primary focus sits within PMO Management, with strong links to strategy, governance and organisational change.

Key competences for a PMO Director include:

Strategic thinking and alignment with organisational goals.
Leadership and influence at executive level.
Governance and risk oversight.
Financial and resource management.
Leading PMO and delivery transformation.
Using data and insight to inform decision-making.

If you want a deeper look at the transition into this role, read our blog Becoming a PMO Director, which explores the career path and competences in more detail.

Developing as a PMO Director: Using the 70–20–10 Model

Development at PMO Director level is less about tools and more about judgement, leadership and strategic confidence. The 70–20–10 development model remains highly effective, even at this senior level.

Seventy percent: Learning through real experience

Most development comes from leading complex, high-impact work. For PMO Directors, this might include:

Leading an enterprise PMO transformation.
Redesigning portfolio governance and investment models.
Establishing value management and benefits realisation practices.
Advising executives on strategic delivery decisions.
Introducing data-led portfolio reporting and insight.
Shaping organisational change capability.

These experiences build credibility and strengthen the PMO Director’s ability to operate at board and executive level.

Twenty percent: Learning from others

Learning from peers and trusted advisors becomes increasingly important as roles become more senior. PMO Directors benefit from:

Peer networks and senior PMO communities.
Executive coaching or mentoring.
Industry conferences and leadership roundtables.
Learning alongside other PMO Directors.
Open feedback from senior stakeholders.

This form of learning helps reduce professional isolation and sharpens strategic perspective.

Ten percent: Learning through formal training

Structured learning provides the frameworks, language and shared understanding needed to operate effectively at enterprise level. The most relevant course for this role is the Essentials for PMO Directors certification.

This two-day course is designed specifically for senior PMO leaders. It focuses on the responsibilities, competences and behaviours required when leading enterprise-wide PMOs, including strategic alignment, governance, leadership and PMO transformation.

If you would like a quick way to assess whether the course is right for you, try the Essentials for PMO Directors Quiz. It is based on real exam-style questions and gives insight into the topics covered in the programme.

You can also use formal tools to assess your capability. The PMO Competency Framework is an excellent resource for identifying your strengths and development areas and planning your next steps.

Essential Resources for PMO Directors

Below you’ll find free resources, training options and networking opportunities designed to help you deepen your knowledge and stay connected with the PMO profession.