Reimagining the PMO

Across industries and geographies, organizations are facing rapidly evolving strategies that are putting the need for change-readiness and enterprise agility in the spotlight. In this environment, the Project Management Offices (PMOs) play an irreplaceable role.

In my personal experience, having spent much of my career establishing and leading PMOs, I realize that there is no single PMO model or approach that ensures success. At PMI, we recognize the strategic imperative of PMOs that address the strategic-execution gap and contribute to organizations’ success. 

PMI’s research shows that each PMO must actively assess internal and external factors to determine its path forward. The best way we’ve found for PMOs to be successful is to align with the organizational structure, partner with leaders and stakeholders across multiple areas, and continually adapt and evolve to meet the organization's changing needs. While the PMO's operational excellence remains essential, much more is needed. Today’s organizations expect PMOs to demonstrate their value repeatedly.

This begins with alignment. PMOs must be closely aligned with the organizational structure, with the executive and senior leaders within that structure, and with the goals and objectives that are most important to them. Organizational leaders are looking for PMO’s to deliver more than project oversight and reporting. They are looking for skilled and confident partners who understand their priorities and business needs, can effectively address issues and challenges, and can successfully deliver programs and projects that translate strategic goals into successful outcomes and value.

PMI’s latest research, co-created with PMO leaders and SMEs from our global community, indicates that high-performing PMOs are embracing the gap between strategy and execution and are working directly with executives by stepping into a strategic partner role. When PMOs effectively align their capabilities with leadership expectations, the organization is more successful, and so is the PMO. By embracing this customer-centric, value-driven approach, PMOs are much better positioned to be recognized for their strategic impact and remain a relevant part of the organization.

Like the organizations they serve, PMOs must continually adapt, change, and evolve. These changes may come in many forms, including new technologies, shifting market conditions, changing business needs, and major organizational changes. Whatever the reason, it is essential that PMOs be ready for whatever happens and be able to quickly adjust to new requests from executives and the changing needs of the organization. When functioning at an optimal level, PMOs achieve this by aligning project portfolios with strategy, fostering collaboration across multiple areas, bringing clarity to complex situations, and delivering value that enhances the organization's goals. 

The PMI Board of Directors, in support of PMI’s Strategy and Content Innovation Platforms (CIPs), embraced a redefined focus on PMOs and, through the recent acquisition of the PMO Global Alliance, PMOGA. This allows PMI the additional opportunity to provide a proven framework for PMOs, a comprehensive training curriculum, and a global network of PMO professionals. 

Now is the time to elevate your PMO to the next level. Organizations are changing more rapidly than ever, and they need the skills and expertise of the PMO. We encourage you to explore PMI’s resources to assist your PMO in transitioning and further maturing.

PMOs are a critical function within organizations, and those PMO leaders who embrace the opportunities available will be successful today and into the future.

On behalf of the Board of Directors, we joined you to celebrate the International PMO Day on May 12th, and we hope you enjoyed the occasion to learn about PMOs!

With appreciation,
Teresa A. Knudson, MBA, CPA, PMP, PgMP, PfMP 
Chair, Governance Committee, PMI Board of Directors