One of the most respected organizations in the field of project management, Gartner, recently published a set of seven key recommendations for Project Management Offices (PMOs). These guidelines are aimed at helping PMOs improve their effectiveness and clearly demonstrate the value they bring to the organization.
With each passing year, the expectations placed on PMOs grow. Business leaders are demanding measurable results, strategic alignment, and clear evidence of impact. Gartner’s best practices offer a roadmap for PMOs to evolve, drive performance, and support business transformation.
1. Build Skills for Effective Collaboration and Change Leadership
When project managers act as administrators rather than leaders, the credibility of the PMO suffers. It creates the perception that the PMO is focused solely on operational tasks while ignoring the organization’s strategic direction.
To counter this, PMOs should hire and develop project leaders with strong interpersonal skills—those who can communicate effectively, resolve conflicts, inspire others, and lead change even in the face of resistance. The ability to influence and engage stakeholders is now more important than technical oversight.
2. Focus on High-Impact, Strategic Initiatives
To gain organizational trust and increase investment in PMO capabilities, focus on a few impactful initiatives rather than spreading resources too thin. Prioritize and execute projects that are aligned with business goals and offer quick, visible wins.
This strategic focus not only builds the PMO’s reputation but also secures executive support for future initiatives.
3. Report What Matters to the Business
While PMOs often provide detailed reports on project progress, Gartner notes a recurring issue: business leaders frequently find these reports misaligned with their needs.
Effective reporting must go beyond project metrics. PMO updates should clearly demonstrate how initiatives contribute to broader business objectives and support timely decision-making by executives.
4. Develop Standards that Align with Strategic Goals
PMOs should establish internal standards that reflect and reinforce the strategic direction of the organization. These frameworks help the PMO focus on what matters most and eliminate activities that don’t contribute to business success.
Strategic alignment should be developed collaboratively with senior IT and business leadership. These standards also guide internal goal setting and performance evaluation within the PMO.
5. Communicate Clearly with Executives
More information does not equal better communication. Senior leaders are pressed for time and don’t have bandwidth for lengthy reports filled with low-level details.
Instead, PMOs should provide concise, focused updates that highlight risks, key achievements, and recommendations—enabling leaders to act quickly and effectively.
6. Promote the PMO’s Success Stories
Don’t just rely on metrics to showcase the PMO’s value—tell compelling stories. Share real-world examples of how PMO involvement helped accelerate product launches, reduce delays, or solve critical business challenges.
Some benefits may be difficult to quantify, but surveys and stakeholder feedback can provide valuable insights into the PMO’s contribution and build organizational support.
7. Adapt to Bimodal IT and the Digital Enterprise
Today’s business environment demands agility. PMOs that were originally designed to control costs and enforce standardization during economic downturns must now evolve to support speed, innovation, and digital transformation.
This may require changes in the PMO’s structure, talent, and service delivery model. Gartner emphasizes that the most effective PMOs continuously reassess their roles and functions to align with evolving business needs.
Conclusion
Gartner’s recommendations offer a clear path for PMOs seeking to remain relevant and valuable in a fast-changing business world. By focusing on leadership, strategic alignment, clear communication, and continuous adaptation, PMOs can become essential drivers of enterprise success—not just administrators of process.
