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Who will your PMO report in to? That will have a fair bit of influence over your ability to be "at the table".
I've led PMOs in both contexts - in one, the C-level exec whom I reported to insist that all info from the leadership table came to me through him. Needless to say, that information was filtered and this did result in more than one challenge. In the other, I was part of a number of senior leadership meetings - in some as a contributor and others as a silent observer. Regardless of my role, this helped me "connect the dots" both to add value at those tables but also to help my team be more effective.
Convincing the naysayers of the merit of your being there will require a combination of the influence of your reporting manager (assuming he is a peer of theirs), your understanding of their reluctance, and your ability to sell them on the value to them of your being there.
The purpose of an organization structure is to avoid having everyone at the table all the time while allowing all players to do their part. It seems that the issue here is not so much being at the table but failure of the organizational structure to provide you with the information you need on a timely basis.
That is the problem to be resolved. The options are: 1) be at the table, and 2) make sure whoever is a the table provides you with the necessary information.
The discussion to have with the leadership is the best way of getting the necessary information to the team to effectively deliver the projects.
And if you are at the table, are you the food, a spectator or an actor? Be careful what you ask for. A management table often is a battle field, fighting for careers, bonuses, resources, priorities etc.
Imaging you have some insights into health of projects, the manager at the table in charge of a project would not appreciate your presentation. Nobody likes surprises. So, if you are reporting into the CEO, he might be interested in you bringing up some conflicts, play divide and conquer and use you as a scapegoat.
If the organization is not mainly project driven and the PMO has been given power over resources, my advice is to stay out.
Yes, I have been there.
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