PMO

I’ve been around long enough to see project management trends come and go. The PMO—Project Management Office—was once the shiny new tool everyone wanted in their organization. It promised discipline, consistency, and a clear line of sight into every project’s health. For years, it delivered. But if you’ve been paying attention lately, you’ve probably noticed

The Head of the Project Management Office (PMO) holds one of the most cross-functional and strategically influential roles in modern organizations. Tasked with aligning projects to business strategy, overseeing delivery performance, and institutionalizing project governance, this role requires far more than technical expertise. But what exactly makes someone the ideal Head of PMO? Does such a person

A well-run Project Management Office (PMO) can become the engine that drives strategic execution, improves delivery performance, and enables enterprise-wide transformation. But many PMOs struggle to achieve their full potential due to avoidable and often critical mistakes in their setup and management. In this article, we analyze the top 5 critical mistakes in managing a PMO,

A Project Management Office (PMO) plays a central role in ensuring that projects align with an organization’s strategic goals, are executed consistently, and deliver expected outcomes. As defined by the PMI PMBOK Guide, a PMO is a management structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques. To

The Old PMO Is Dead You’ve seen it: the dusty PMO that lives for process audits, milestone sign-offs, and 12-tab spreadsheets nobody reads. In many companies, the Project Management Office still functions like a regulatory agency—tracking scope creep, approving timelines, and enforcing compliance. But here’s the reality: that kind of PMO has no seat at the