An overview of the focus, the skills and the responsibilities of a CDO, to appreciate the capabilities and characteristics that are required for organisational delivery leadership.
Here we break down the role itself, as both a domain specialist and affecting the business as a whole, looking at what's distinctive in the client delivery portfolio from others in the C-suite.
We also look at the essential qualities and skills of a CDO, with unusual mastery in communication and as a capable advocate for customer and team, as well as outlining seven other key skills for a CDO.
This section is mostly aimed at the CDO themselves, current or aspiring, whatever title or variation of project management leadership label is given to the role:
- Chief Delivery Officer (CDO)
- Chief Service Delivery Officer (CSDO)
- Client Services Director (CSD)
- Professional Services Director (PSD), or
- Director, principal, lead, or head of a Project Management Office (PMO)
Each role name as a distinctive emphasis or indicates a slightly different focus.
Some are more commercial in direction, closer to the sales and account management end of the spectrum. Others focus more on project planning, implementation, and continuous development phases. And others will be more attentive to the live service stage, with concern for support, maintenance, and client satisfaction.
All share things in common, however, and this section explores those commonalities.
The chapter may also be useful for founders and executive teams considering adding a CDO to the organisation:
- What skills and characteristics should you be looking for when you're recruiting someone to this role?