The Role of Project Managers in MENA

Maximizing value from projects by elevating technology and data capabilities with key power skills

Introduction 

Digital transformation has become a necessity to help organizations adapt to a continuously changing business environment and customer expectations. Organizations in the Middle East and North Africa (MENA) are rising to the challenge: According to PwC’s 26th CEO Survey, 84% of CEOs in the Middle East expect to invest in automation processes and systems in 2023.¹  As governments and businesses invest significantly in digital transformation strategies, the region is well placed to be at the forefront of innovation. 

Given the speed and scale at which technology is impacting entire industries in every region of the world, the stakes could not be higher. PMI’s Megatrends 2022² report highlights digital disruption as one of the most powerful forces shaping the future, and one that has gained momentum over the past several years: according to PMI Pulse of the Profession^® 2018 research, high-performing organizations with a mature digital transformation strategy said that adopting disruptive technologies has supported significant improvement in meeting or exceeding business objectives.³  

However, for many organizations, digital transformation represents a rather complex challenge. It requires commitment to considerable investments while facing serious risks if efforts fail. Simply implementing a technology does not guarantee success. In order to realize digital transformation’s goal of delivering more value to customers through technology, it requires a mindset change and agile ways of working to elevate the organization’s strategically critical ability to adapt quickly. As such, successful digital transformation leaders operate with a combination of technical skills to utilize and interpret data, business acumen to ensure focus on value creation, and power skills to lead with purpose and mobilize and maximize the talents of employees across the organization.

Tapping into these key capabilities can provide organizations with better insight into their customers’ needs, effectively forecast demand for existing and new products and services, and help close the gap between digital transformation strategy and execution. 

This report, based on research by Project Management Institute (PMI), the world’s leading authority on project management, and professional services firm PwC, explores how organizations can fully realize their transformation strategy by turning to and empowering their digitally savvy project managers who master all three dimensions of project management: technical knowledge, business acumen and power skills. 

Developing a project management workforce with the capabilities to successfully execute a digitally enabled transformation does not happen overnight. Transformations require long-term commitment and perseverance, rather than “quick wins,” emphasizes Grace Najjar, Managing Director of PMI’s MENA region and head of PMI’s Energy Working Group. “Business transformation is an ongoing journey. Indeed, successful organizations never stop transforming. This requires ongoing learning and development, a focus on market trends and an iterative approach to testing and rolling out solutions. Transformation is not for the faint of heart; it calls for patience, commitment and perseverance.”⁴

This report focuses on three recommendations for organizations in MENA: 

1. Improve project outcomes with efficient use of data and technology. Data-savvy project managers enhance the way organizations track and measure project performance and effectively communicate key insights to improve decision-making. 
2. Develop power skills to enhance the role of project managers as trusted C-suite advisors. Project managers are communicators, collaborative leaders, relationship builders and creative problem solvers. By amplifying these strategically important skills, project managers will be best positioned to drive change across business areas and help execute the organization’s strategy. 
3. Emphasize the critical focus on value delivery by increasing the maturity of Project Management Office (PMO) teams. Organizations can implement an incremental, tailored approach to technology adoption with buy-in and commitment from leadership by applying the best practices of high-maturity PMOs that incorporate customer value creation in their portfolio management processes. This approach requires project managers to demonstrate advanced business acumen in their day-to-day tasks.

The Global Top 10 Percent  

Research shows that companies with advanced PMO maturity are more likely to perform much better compared to the previous year in common measures of business performance such as revenue, customer loyalty and acquisition, and environmental, social and governance (ESG) indicators. Given the influence of the PMO across the organization, it is no surprise that PMOs play a crucial role in driving successful enterprise-wide transformations. 

PwC and PMI’s research has identified a global cohort of 230 organizations with high-performing project management offices (PMOs). These organizations are found worldwide, including 45 in MENA. They are more advanced in implementing technological solutions, have shown themselves to be more agile in response to disruption and face fewer challenges when it comes to attracting, retaining and upskilling talent. 

We will refer to these organizations as the “Top 10 Percent” throughout this report, exploring the behaviors that other organizations in the MENA region should focus on in order to join them. The Top 10 Percent are more fully discussed in our report, PMO Maturity: Lessons from the Global Top Tier.

Research Background

In the second half of 2021 and 2022, PwC and PMI undertook global research, encompassing a survey of 4,069 people involved in leading or facilitating the delivery of projects, programs and portfolios, as well as a series of interviews with PMO, transformation and value-delivery experts to better understand the future role of the PMO in a value-delivery environment. As PMI monitors the need for project management skills continuously, this research has been enriched with data from the PMI Pulse of the Profession^® 2023 report to provide robust, actionable takeaways.

MENA response profile (n = 587):

20 countries including:

• United Arab Emirates (44%)
• Kingdom of Saudi Arabia (23%)
• Jordan (5%)
• Kuwait (4%)
• Bahrain (3%)
• Egypt (3%)
• Oman (3%)
• Other countries (16%)

18 sectors including:

• Construction (26%)
• Information technology (16%)
• Energy (10%)
• Financial services (10%)
• Government (10%)
• Consulting (6%)
• Remaining sectors (22%)

Among the 587 MENA respondents:

• 68% work in a Project Management Office (PMO)* (n = 402)
• 40% have a C-suite or equivalent role (n = 237)
• 26% lead a PMO* (n = 155)

_{*The term “PMO” used in this research also refers to the following offices: program management office (PgMO), project portfolio management office (PPMO) and enterprise PMO (ePMO). We are also using “PMO” to refer to other offices that implement various initiatives, including "projects,” “organizational change," "new offerings," etc. (e.g., Strategy Management Office, Transformation Management Office, Product Management Office, etc.).}

Data-savvy project managers enhance the way organizations track and measure project performance and effectively communicate key insights to improve decision-making. 

Across the MENA region, some of the most ambitious and innovative projects highlight how the use of data and technology can improve project outcomes, facilitate strategic alignment and transform customer experience.

However, simply implementing technology or analyzing more data is not enough to ensure project success. It is essential to enhance project managers’ data savviness to find the most efficient applications of data. In the following sections we will explore the best practices of the Top 10 Percent to understand how data savviness helps project managers drive success by:

• Improving decision-making through transparency and project visibility.
• Aligning projects with organizational strategy to ensure a focus on value creation.
• Transforming customer experience data into actionable insights aimed at improving customer satisfaction.

Improving decision-making through transparency and project visibility

The most successful organizations use data and technology extensively to improve project outcomes, as emphasized by our deep-dive interviews and insights from PMI and PwC’s PMO Maturity Index. Ninety-three percent of the Top 10 Percent say they use data extensively to make evidence-based decisions all of the time, compared with 41% of organizations in MENA. The Top 10 Percent are also much more likely to use advanced tech-enabled approaches, such as artificial intelligence (AI), the Internet of Things (IoT) or virtual reality (VR) solutions to improve the management of projects (see Figure 1). 

Figure 1: Use of Advanced Technology
_{The percentage of respondents who said the following technologies were being used to improve the management of projects in their organization}

As a result, their project managers can drill down into historical trends and forecast for the future, leading to more informed decision-making and enhanced resource management. “There is huge interest and demand for data analytics in the region. It almost goes without saying that these things are, to an extent, expected right now,” explains Samara Barhamain, Solutions Project Manager at KAUST Smart, Saudi Arabia. “If you don’t have them, you are behind. Without data, you cannot meaningfully demonstrate the impact of projects to stakeholders.”

Project managers can enhance the impact of technology that supports the collection and analysis of real-time data by making this data more accessible and transparent. Among the Top 10 Percent, 97% say they ensure project visibility through shared dashboards and regular status reports all of the time. This improves the communication and transparency of project milestones, challenges and impacts — a priority for nearly two-thirds of MENA respondents in PMI and PwC’s survey. Improving the visibility of projects facilitates strategic decision-making, enabling organizations to react proactively based on up-to-date information, as opposed to being reactive to changes in project conditions and customer needs.

“The big advantage of digitalization, in my experience, is that it leads to greater transparency among teams. It has allowed us to capitalize on the data we have available and become more efficient,” explains Hamzaoui Abderrazak, Managing Director of Promotion and Mining Assets at the National Office of Hydrocarbons and Mines (ONHYM) in Morocco. “Project management technology also allows organizations to develop a single source of information and avoid a knowledge gap if project managers move out of their role.”

Aligning projects with organizational strategy to ensure a focus on value creation

The most mature organizations are using technology to support greater collaboration, data-driven decision making and improved knowledge management (see Figure 2). This is helping the Top 10 Percent close the gap between strategy and execution, with 94% of these organizations fully aligning initiatives and key performance indicators (KPIs) to the wider organization’s critical strategic goals all of the time — in contrast to MENA, where only 40% of organizations do this consistently. 

“Having a tool behind the PMO allows us to track the macro-level strategic objectives all the way down to the activities or initiatives that are being implemented,” Riyaz Kazi, PPCM Practice Lead at Mott MacDonald Middle East, explains. “In the past, that might have been captured on paper or in a separate spreadsheet and looked at occasionally. Now, everything’s more closely aligned, and you can quickly see how an initiative is mapped directly to strategic objectives at the highest level.”  

Technology can also be used to prioritize initiatives starting at project initiation. Heba Al Shehhi, Head of PMO at Dubai Municipality, United Arab Emirates, explains how their PMO tool has been developed with this in mind. “When a project manager fills out the business case form, they need to select the strategic objective that is directly linked to that project and how much of an impact they think the project will have. This means they clearly see how the project delivers on the overall strategy, and how their work directly contributes to the success of the organization. It helps us to ensure strategic objectives and operational objectives for these projects are linked closely with — and give value to — our strategy.” 

Figure 2: How Technology Impacts Outcomes
_{The percentage of respondents who said technology is used by project managers for the following outcomes}

Transforming customer experience data into actionable insights aimed at improving customer satisfaction

A clear understanding of how technology and superior data capabilities can enhance customer experience is key to success for any digital transformation. Exceptional customer experience drives loyalty and creates supporters who are ready to become genuine brand ambassadors. 

In the MENA region, there are outstanding examples of organizations that put the customer at the heart of their digital transformations, embedding technology and encouraging innovation to improve the customer experience. For instance, this commitment is brought to life in programs like KAUST Smart, a smart-city function based at King Abdullah University of Science and Technology (KAUST) University. The purpose is to test smart city concepts such as self-driving vehicles, drones for food delivery and energy-efficient homes. 

“We have created a living lab for testing technology and pushing the boundaries in terms of innovation,” explains Samara Barhamain, Solutions Project Manager at KAUST Smart, Saudi Arabia. “This is allowing us to improve the overall experience of the students living here, testing smart solutions and developing capabilities and knowledge that can be adopted in other sites in the Kingdom and around the world. It revolves around experience and digital innovation is a key component. We are experimenting with smart technologies and learning all the time.” 

Elsewhere in the region, megaprojects, such as Expo 2020 Dubai, also show how technology can be used to transform experience at scale. More than 24 million people visited the Expo, showcasing the latest in architecture and technology, and visitor experience was a key pillar of the event. The Expo leveraged technologies, like AI and IoT, to measure and improve customer experience by collecting and analyzing huge amounts of data. This helped to improve the overall experience for customers across ticketing, registration and the purchasing of food and merchandise.⁵

Case Study in Technology and Projects: Mott MacDonald

Using Building Information Modeling (BIM) and Digital Twins to Enhance Decision-Making and Improve Project Outcomes 

BIM moves away from traditional, two-dimensional drawings of buildings and allows a greater degree of collaboration among those involved in construction. Project team members benefit from a 3D-constructed model, which is dynamic and allows them to see how each part interacts with another. As changes are made during the building process, the system will automatically update other parts of the design, allowing project managers to identify and address challenges. 

“By utilizing BIM and augmented reality, you’ll find that you can more easily get stakeholder buy-in,” says Kazi, explaining how BIM can help construction projects to progress more quickly. “You could walk through a building using virtual reality glasses or just by panning on your laptop. It means someone can see exactly how something is going to be built and how long it will take, with a clearer picture of how everything fits together.” 

Once construction is complete, digital twin technology facilitates further data analysis, allowing project managers to make data-driven decisions and deliver better outcomes. This is achieved by creating a digital replica of a physical construction, using sensors throughout the building to collect data for tracking and optimization. 

“Consider an indoor ski slope, for example. You can have sensors tracking temperature, air quality, the number of people using the slope, how much money they are spending inside and at what times, and customer experience,” explains Kazi. Through simulations, this data helps to identify the most efficient way of running the building and how to improve the experience. Project managers can also leverage historical data to inform decisions in the future for similar projects. 

What is Building Information Modeling (BIM)?
Building information modeling, or BIM, is technology to create a digital model of a building or other construction project. It combines inputs from architects, engineers, surveyors, etc., into a comprehensive view of the project to enable improved coordination, risk identification and decision-making.

What is a Digital Twin?
A digital twin is a virtual representation of a real-world object, system or process. The technology uses data to monitor conditions and simulate possible actions to enable optimal decision-making. 

Project managers are communicators, collaborative leaders, relationship builders and creative problem solvers. By amplifying these strategically important skills, project managers will be best positioned to drive change across business areas and help execute the organization’s strategy. 

As projects in the MENA region become more ambitious, the project manager’s human-centered skills and business acumen are more important than ever before. The PMI Pulse of the Profession® 2023 report shows that organizations that place a high priority on power skills perform significantly better at key drivers of project success: benefits realization management, project management maturity and organizational agility.⁶ 

PMI and PwC’s research highlights how technology deployment and automation can help augment project management daily tasks, enabling project managers to deliver more value for their organizations by:

• Prioritizing the development of power skills over routine tasks.
• Enhancing strategic thinking to drive transformative change and better decision-making.

Prioritizing the development of power skills over routine tasks

Digitalization and automation have the additional benefit of freeing project managers from repetitive tasks with low added value, while giving them room to grow and nurture their personal skills to influence project outcomes. Research by PwC has shown that the modern project manager is one who leverages new technology to streamline routine project management work and uses interpersonal skills to build relationships and help guide the organization through transformative digital change.⁷ The PMI Pulse of the Profession® 2023 report, has further highlighted the importance of these power skills, including communication, problem-solving and collaborative leadership, revealing 9 out of 10 project managers say that power skills help them work smarter.⁸

“If you are free from operational tasks, you are free to think about impact,” says Mohammad Alkhaldi, Partner, Transformation Management Unit and People Partner, PwC Middle East. “It is all about communication and stakeholder engagement. When you equip project managers with the right tools, they have more time to think about problems creatively and influence stakeholders, rather than being reactive to problems as they arise.”

“Without digital tools, people end up doing the same tasks every day,” explains Kazi. “Technology gives them the chance to use their skills in different areas, providing them with new challenges and opportunities for progression. We often see junior staff becoming more interested in data analytics because monotonous data entry tasks have been automated.”

According to our research, organizations in MENA say that creative problem-solving is the project management skill they value the most (see Figure 3). Experts from our deep-dive interviews report that project managers with this skill consider a wider range of tools and approaches to solve the challenges they face, and use their previous experience to identify the best solution. The PMI Power Skills Resource Hub can support project managers seeking to build their problem-solving and other power skills.

Figure 3: The Most Important Project Management Skills in MENA*

“This human skill is a key reason why project managers cannot be replaced by technology,” emphasizes Alkhaldi. “Tools can provide data to show which solutions have been used in the past and make suggestions based on this, but the most impactful project managers are creative thinkers. They can take this information and combine it with their experience and knowledge of the organization to choose an approach most suited to the nature of that project. This is one reason why technology can never replace the project manager.” 

However, organizations in the MENA region are not consistently investing in efforts to build these important capabilities in their project managers and teams (see Figure 4). Dedicating resources to building power skills in project managers can help organizations set themselves apart: 88% of the Top 10 Percent help develop strong personal skills in their project managers all of the time.

Figure 4: Role of the PMO in Building Power Skills in Project Managers

Enhancing strategic thinking to drive transformative change and better decision-making

In PMI and PwC’s global survey, more than one-quarter of project professionals said that strategic thinking and business knowledge are two of the most important skills for effective project managers. It is encouraging that 81% of project professionals in MENA agree that the project managers they work with have an understanding of organizational strategy and its implications for projects. 

When project managers combine strategic acumen with technical skills such as data analytics, they are able to maximize their impact and deliver greater value for the organization in line with its overall strategy. This helps to facilitate better decision-making, allowing them to allocate resources more effectively and clearly update stakeholders and leadership. As a result, they are viewed as key partners who drive organizational priorities. 

These strategic capabilities set leading organizations apart from the rest of the pack. Among the Top 10 Percent, 94% have a PMO that is considered a strategic partner by the C-suite, compared to 71% in MENA. Further, 89% of PMOs in these leading organizations are contributing to the development of strategy all of the time, compared to 34% of organizations in MENA. PMOs in the Top 10 Percent engage the C-suite in multiple ways to achieve this strategic partnership (see Figure 5).

Figure 5: Building a Partnership with the C-suite

Not only does strategic engagement lead to better outcomes for the organization, it also provides opportunities for upskilling and career progression. In research by Zenger Folkman, strategic thinking was the top leadership quality among 19 studied that separated senior management from lower-level managers.⁹

Organizations can implement an incremental, tailored approach to technology adoption with buy-in and commitment from leadership by applying the best practices of high-maturity PMOs that incorporate customer value creation in their portfolio management processes. This approach requires project managers to demonstrate advanced business acumen in their day-to-day tasks.

A key challenge for organizations — often among leadership — is that they have unrealistic expectations and assume technology will provide benefits out of the box. It is not surprising then that one-third of MENA respondents in the global survey cited a lack of perceived value in technology as a barrier. Culture is also a challenge that leaders must address: 43% of respondents consider inadequate digital culture an obstacle to implementing and embracing technology that supports better project management. 

Acknowledging the importance of integrating technology adoption with process, organization and culture changes deepens understanding of the complexity of enterprise-wide digital transformations. The Top 10 Percent work continuously to improve the maturity of their PMOs in supporting these efforts by instilling the following practices throughout their often-multiyear transformation programs:

• Finding the right digital solutions for the organization and upskilling accordingly.
• Gaining buy-in from leadership and the wider organization.
• Promoting a culture of psychological safety.

Finding the Right Digital Solutions and Upskilling Accordingly

Implementing technology in small steps can continually demonstrate its benefits and attract continued investment. As Mohammad Shalan, PMO Director for E-Enterprise at Omar Kassem Alesayi Group, Saudi Arabia, explains, different technologies should be trialed to find the best solution for each specific case. “People think technology will solve their problems from day one. There is not a single perfect solution. It is more effective to have multiple sessions as a team to review different tools and consider their benefits.” 

The Top 10 Percent already recognize that a range of tools is often more impactful across projects, with 92% saying they adapt project management tools to different project teams all of the time. PMOs play an essential role in encouraging this approach and providing support to project teams to choose the right set of tools. 

An incremental journey to adopting new technology will require experimentation and an understanding that finding the right solution may take time. It also requires upskilling to ensure project professionals not only have the needed digital capabilities to maximize the benefits of the technology, but that they also become proficient in application of incremental and iterative ways of delivery that are characteristic of agile project practices. 

PMI and PwC’s Narrowing the Talent Gap report clearly sets out the case for elevating learning and development in project-based organizations, with the PMO serving as a critical partner in this effort.¹⁰

The Top 10 Percent are committed to talent development, with over two-thirds saying they promote a culture of continuous learning — compared to 44% in MENA. Not only that, they recognize that digital technologies can also create powerful learning experiences, with 63% using technology to facilitate agile and innovative learning, compared to 32% in MENA.

Gaining Buy-In from Leadership and the Wider Organization 

To encourage further use of technology to enhance projects, organizations in MENA will need to promote a culture where teams are confident in using and sharing data. To do this, the experts in our deep-dive interviews again reiterated the importance of an incremental approach that is driven by digital champions and supported by leadership.

Abderrazak explains the important roles of both staff and leadership in driving digital adoption. “There are two parts to this: You need a group of people who understand the value of new technologies and how they work to really drive it through the organization, such as digital champions. These people should be a group of those most affected by the technology. The C-suite should also be involved from the outset, as they can really help to address any barriers that might arise.”

A close relationship between the PMO and the C-suite is a key characteristic of leading organizations. The Top 10 Percent excel at alignment between the C-suite and the PMO (see Figure 6).

Figure 6: The Value of Leadership Support

The PMO plays a key role in gaining buy-in from leadership as it can offer a holistic view of the value that can be realized from technology adoption across the organization’s project portfolios. Acceptance of technology is easier when business leaders can see direct impact on key metrics such as customer satisfaction or efficiency gains.

Shalan believes that by sharing success stories with leadership, project managers can highlight how technology is leading to better project outcomes. “Case studies can really help to demonstrate the impact of technology. Leadership often responds better to real-life examples of how other organizations have benefited from similar solutions and lessons that can be learned from any mistakes they’ve made.”

Promoting a Culture of Psychological Safety 

As project managers adapt to new technology and digital ways of working, they need the freedom to experiment and make mistakes. Providing this psychological safety and a tolerance for failure will accelerate the learning process and the benefits from digital transformation. Thirty-four percent of the Top 10 Percent say they foster psychological safety, compared to 14% of MENA organizations. 

Lack of psychological safety can lead to teams that withhold bad news for fear of reprisal. As a result, both quality of outcomes and team engagement suffer. PMOs can contribute to positive environments by destigmatizing failure and treating it as a learning tool, encouraging project leaders to role model desired behaviors, and promoting a culture where reporting of issues is rewarded.¹¹

A culture where project managers are encouraged to speak up and in which the reporting of errors and failures is rewarded, will ensure that technology and digital tools are quickly adapted to better meet the needs of the organization. At the same time, project managers empowered through psychologically safe environments are likely to promote the value of transparency and candor across the project management team. This positively contributes to organizational culture, which is a key factor in digital transformation success.

As interest and investment increase in digital transformation and innovation across the MENA region, project managers, supported by data and technology, are helping their organizations execute their strategy and realize greater value from projects.

PMI and PwC’s research presents several key actions organizations should consider in order to maximize their impact:

• Adopt digital solutions that allow project managers to focus on human-centered activities like building relationships, managing stakeholders and solving problems creatively.
• Leverage data to make evidence-based decisions and foster transparency—the basis for a psychologically safe environment—through shared dashboards that increase the visibility of projects.
• Promote the benefits of tailored technological solutions throughout the organization using case studies and success stories to demonstrate the value of technology to leadership and team members.
• Prioritize upskilling around technical skills, power skills and business acumen, and promote a culture of continuous learning, experimentation and innovation.
• Align projects with the organization’s strategic objectives and use technology to help demonstrate the value they bring.

Acknowledgment

PwC and PMI would like to thank everyone who took part in the survey and qualitative interviews referenced in this report. 

About PwC

At PwC, our purpose is to build trust in society and solve important problems. We’re a network of firms in 155 countries with over 284,000 people who are committed to delivering quality in assurance, advisory and tax services. Find out more by visiting us at www.pwc.com. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. 

This report is a collaboration between PMI and PwC Research. PwC Research is a 100-strong team of research professionals based in PwC UK, providing evidence and insight services globally, to help clients drive strategic change, support decision-making, mitigate risk and enhance performance. www.pwc.co.uk/pwcresearch.

About Project Management Institute (PMI)

PMI is the leading professional organization for project management, and the authority for a growing global community of millions of project professionals and individuals who use project management skills. Collectively, these professionals and “changemakers” consistently create better outcomes for businesses, community and society worldwide. PMI empowers people to make ideas a reality. Through global advocacy, networking, collaboration, research and education, PMI prepares organizations and individuals at every stage of their career journey to work smarter so they can drive success in a world of change.

Building on a proud legacy dating to 1969, PMI is a not-for-profit, for-purpose organization working in nearly every country around the world to advance careers, strengthen organizational success, and enable project professionals and changemakers with new skills and ways of working to maximize their impact. PMI offerings include globally recognized standards, certifications, online courses, thought leadership, tools, digital publications and communities.

Visit us at PMI.org, LinkedIn, Facebook and on Twitter.

References

1. PwC. 2023. 26th CEO Survey - Middle East findings
2. PMI. Megatrends 2022
3. PMI Pulse of the Profession^® 2018. Next Practices: Maximizing the Benefits of Disruptive Technologies on Projects
4. Grace Najjar. 2022. The Industry 4.0 Revolution Is Here. Are You Prepared? 
5. https://news.sap.com/2022/10/expo-2020-sustainability-inclusion-experience
6. PMI Pulse of the Profession^® 2023. Power Skills, Redefining Project Success
7. https://www.pwc.com/m1/en/blogs/pdf/who-is-the-modern-project-manager.pdf
8. PMI Pulse of the Profession^® 2023. Power Skills, Redefining Project Success
9. Zenger Folkman. 2021. Developing Strategic Thinking Skills: The Pathway to the Top
10. PMI. 2021. Narrowing the Talent Gap
11. PMI. 2023. The Evolution of PMOs