Hiring a Head of the Project Management Office (PMO) is a high-stakes decision. This role is responsible for aligning project execution with business strategy, overseeing project delivery, and cultivating a culture of governance, accountability, and continuous improvement.
To help you assess candidates effectively, here are 10 essential interview questions—each followed by examples of good and bad answers based on experience, mindset, and practical skill.
1. How do you align the PMO’s activities with organizational strategy?
Good Answer:
“I start by understanding strategic objectives and then ensure that the portfolio is prioritized based on value alignment. I collaborate with executives to evaluate project proposals and track benefits realization. Strategic alignment becomes a standing agenda item in all portfolio reviews.”
Bad Answer:
“I just follow what the CEO or board says. If a project is approved, we manage it. I don’t get involved in strategic discussions.”
✅ Good answers show proactive alignment, not just tactical execution.
2. What type of PMO models have you worked with, and which do you prefer?
Good Answer:
“I’ve led both Controlling and Directive PMOs. In mature organizations, Directive PMOs bring the most value. However, in fast-growing companies, a Supportive PMO works best to build trust and capability before scaling governance.”
Bad Answer:
“I think all PMOs are the same. You just manage projects and enforce processes.”
✅ Ideal candidates tailor the PMO model to the organization’s culture and maturity level.
3. How do you measure PMO success?
Good Answer:
“I use both operational and strategic KPIs—on-time delivery, budget adherence, stakeholder satisfaction, and benefits realization. I also track PMO adoption and maturity improvement year over year.”
Bad Answer:
“If the projects are running, I assume the PMO is doing its job. I don’t use formal metrics.”
✅ Look for candidates who use data to prove PMO value and guide decisions.
4. Describe a time when you had to gain buy-in from resistant stakeholders.
Good Answer:
“In one role, business unit leaders resisted PMO oversight. I met with them individually, listened to their concerns, and adjusted some governance practices. By showing early wins and flexibility, we built trust and collaboration.”
Bad Answer:
“I usually escalate non-compliance to senior management. Resistance isn’t my problem—it’s theirs.”
✅ Soft skills and emotional intelligence are vital for influencing without authority.
5. How do you balance governance with agility?
Good Answer:
“I implement a ‘right-sized’ framework. For example, we might have full documentation in high-risk projects and lightweight processes for innovation teams. I also support hybrid models where PMs use Scrum under a common reporting structure.”
Bad Answer:
“I don’t like Agile. It’s chaotic. We need strict templates and full compliance.”
✅ A flexible, fit-for-purpose mindset is key in today’s fast-moving environments.
6. What’s your approach to developing project management talent?
Good Answer:
“I define career paths, sponsor PMP/Agile certifications, and run communities of practice. I assign mentors to junior PMs and ensure lessons learned are shared.”
Bad Answer:
“Most of our PMs are already certified, so I don’t focus on training.”
✅ Great PMO leaders invest in people—not just projects.
7. How do you handle project failure?
Good Answer:
“I analyze root causes, facilitate a blameless post-mortem, and apply lessons learned to prevent recurrence. One failed ERP project taught us to validate vendor assumptions earlier, which we formalized into our risk framework.”
Bad Answer:
“If a project fails, I blame the project manager. They’re responsible.”
✅ Look for accountability, learning orientation, and systemic thinking.
8. What tools and technologies have you used to support PMO functions?
Good Answer:
“I’ve implemented tools like Planview, MS Project Online, Jira, and Power BI for real-time reporting. I ensure integration with HR and finance for better resource and budget visibility.”
Bad Answer:
“I prefer Excel. Tools are nice to have, but we don’t really use them.”
✅ Candidates should embrace tools as enablers of scale, not burdens.
9. How do you support change management during major transformations?
Good Answer:
“I work closely with the Change Management team or lead efforts myself—building stakeholder engagement plans, communication strategies, and tracking adoption KPIs. Change readiness assessments are also critical.”
Bad Answer:
“I focus only on delivery. Change management is HR’s responsibility.”
✅ PMOs are integral to successful change. The Head of PMO must partner or lead.
10. What’s your biggest lesson from leading a PMO?
Good Answer:
“One lesson: it’s not about control—it’s about value. Early in my career, I over-enforced governance and lost buy-in. I’ve since learned to listen more, stay adaptable, and prove impact through partnership.”
Bad Answer:
“My biggest lesson? Don’t trust project managers.”
✅ Reflective, humble leaders who evolve with experience bring resilience and wisdom.
Final Thoughts
Interviewing for a Head of PMO role requires more than checking credentials. Use these questions to dig deeper into a candidate’s mindset, adaptability, and leadership style.
Look for those who balance:
- Governance with empathy
- Structure with strategy
- Control with collaboration
The best Heads of PMO don’t just manage processes—they empower organizations to deliver what matters most.
