Pros
- 100% remote working (very rare to be in the office for a PMO role, compared to other roles at Cap) - GREAT work life balance - positive company culture - varied client projects - autonomy to drive career - PMO certification - friendly and supportive internal team - leadership is very accessible - clear pathway and support for progression if you want leadership responsibilities
Cons
Good pay but rigid pay structure (better to negotiate during offer stage), uncommon to ask/receive a pay increase once you're in the role unless you are going for a promotion. Again not a negative but something to bare in mind if you are motivated by incremental pay increases. There are opportunities to develop leadership skills but only to a certain point. The PMO team is more of a supportive function to the project/engagement manager, so you can only naturally progress to a certain point. The PMO team takes more of a back office/administrative (less client interaction) but you can progress more horizontally within your role e.g. becoming a expert in Finance PMO that could lead to Financial Management opportunities. If you're more interested in progressing vertically than PMO is a great stepping stone to go into engagement/project/portfolio management within Capgemini. There seems to be an unspoken expectation that if you demonstrate the drive and motivation to lead and are good at managing client relationships (over time) then you're encouraged to consider the these route. Again not a negative but a point to consider if your someone that wants to rise through the ranks through CIS. In summary, if you're someone that: 1) Enjoys routine and paying attention to detail during repetitive tasks. 2) Fulfilled by managing the 'behind the scenes' of projects and doesn't need the limelight of a project manager or engagement manager,] 3) Doesn't mind being the beck and call to the project manager and team. THEN PMO is for you! Another consideration: since you'll naturally be the beck and call to the project manager and team you have to be VERY CLEAR at the start of a project with your project manager about the expectations of your role and responsibility. If clear boundaries are not set you can be pulled in a lot of different directions and depended on to do all administrative tasks that the project team can't be bothered to do,
