I am doing PMO for a big consulting firm and I am very frustrated with the role. I basically hate it. How can I manage it?

PMO roles can be frustrating, because it is highly administrative in nature and feels like herding cats. It does not have the glamour of doing a market entry, M&A or product strategy project, which is what a lot of consulting firms promise to their new hires. But there are some benefits to building and running a PMO once or twice in your consulting career:

1) PMO project help you up your game in getting yourself and others organized
2) You get implementation experience, which is valuable for an operational role after consulting
3) Some PMOs operate at a very high-level, meaning you may get exposed to senior partners in your firm or C-level clients
4) Once the dust settles down, i.e. the PMO is set up and you have a good rhythm in the program, the work-life balance can be quite good

The big downside is you do not want to be labeled as the “PMO Guy/Gal” and be stuck in such roles at extended periods of time, e.g. for more than a year.

My advice is stick with it and do a good job and learn as much as you can. Then ask your mentors to move you to another type of project when the timing is right.

Hope this helps!

I am doing PMO for a big consulting firm and I am very frustrated with the role. I basically hate it. How can I manage it?

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