PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Leading a PMO is not only applying processes, it is leading with purpose, connecting areas, people and results. We all had that first big challenge that made us grow, rethink everything or even doubt. But it was also that moment that forged our vision and character as leaders. 👉 What was your first big challenge in leading a PMO? How did you face it and what did you learn from it? Saving Changes...
My first big challenge was in working through the differences in understanding between key senior stakeholders on what our PMO's purpose and service catalog. Without doing that, it would have been hard to maintain support across the leadership team. I found out about the understanding gaps the hard way (e.g. complaints to my boss), but once I recognized the issue I made it my priority to resolve.
Kiron
...
1 reply by Fabian Crosa
Apr 07, 2025 12:10 PM
Fabian Crosa
...
Kiron , What a valuable testimony. Identifying misunderstandings among senior stakeholders is not easy, and even less so when they manifest themselves indirectly. The important thing is how you chose to act: with accountability, openness and a focus on the solution. Aligning the purpose and services of a PMO is an essential step in building trust and credibility. It's a job that requires both technical clarity and people skills, and you solved it with vision and leadership. Thank you for sharing this honest and courageous experience - I'm sure it will be an inspiration to many going through similar challenges!
Reassuring project managers that they still have ownership over their work, and in many cases, remain fully responsible for the project's outcomes and deliverables.
...
1 reply by Fabian Crosa
Apr 07, 2025 12:13 PM
Fabian Crosa
...
Abolfazi,
This message is key in any PMO transformation or strengthening process. Reaffirming to project managers that they remain owners of their work and accountable for results is not only an act of respect, but also a way to strengthen mutual trust.
When the PMO is positioned as an enabler, not a controller, it creates an environment where collaboration flows, accountability remains clear and the focus on project objectives becomes stronger.
Thank you for highlighting this much needed perspective.
Such a great reflection! For me, the first big challenge was aligning diverse teams and stakeholders to a shared vision. It was tough at first, but focusing on clear communication and building trust helped. I learned that leadership is about facilitating connections, not just managing tasks.
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Apr 07, 2025 7:22 AM
Replying to Kiron Bondale
...
Fabian -
My first big challenge was in working through the differences in understanding between key senior stakeholders on what our PMO's purpose and service catalog. Without doing that, it would have been hard to maintain support across the leadership team. I found out about the understanding gaps the hard way (e.g. complaints to my boss), but once I recognized the issue I made it my priority to resolve.
Kiron
Kiron , What a valuable testimony. Identifying misunderstandings among senior stakeholders is not easy, and even less so when they manifest themselves indirectly. The important thing is how you chose to act: with accountability, openness and a focus on the solution. Aligning the purpose and services of a PMO is an essential step in building trust and credibility. It's a job that requires both technical clarity and people skills, and you solved it with vision and leadership. Thank you for sharing this honest and courageous experience - I'm sure it will be an inspiration to many going through similar challenges! Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Apr 07, 2025 7:36 AM
Replying to Abolfazl Yousefi Darestani
...
Reassuring project managers that they still have ownership over their work, and in many cases, remain fully responsible for the project's outcomes and deliverables.
Abolfazi,
This message is key in any PMO transformation or strengthening process. Reaffirming to project managers that they remain owners of their work and accountable for results is not only an act of respect, but also a way to strengthen mutual trust.
When the PMO is positioned as an enabler, not a controller, it creates an environment where collaboration flows, accountability remains clear and the focus on project objectives becomes stronger.
Thank you for highlighting this much needed perspective. Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Pavan,
Absolutely love this! 🌟 Your experience resonates deeply. Aligning diverse teams and stakeholders is no small feat—it requires patience, emotional intelligence, and a commitment to clarity. I completely agree: leadership is less about control and more about connection. When we focus on trust and shared purpose, amazing things happen. Thanks for sharing such an inspiring insight! Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
My first major challenge leading a PMO was shifting the mindset from “control center” to “value enabler.”
There was resistance from teams who saw the PMO as bureaucratic.
I focused on building trust, showing quick wins, and aligning projects with strategic goals.
It taught me that influence comes before process — and purpose builds credibility.
That experience shaped my leadership to be more collaborative, adaptive, and impact-driven. Saving Changes...
"Life is but a walking shadow,
a poor player that struts and
frets his hour upon the stage
and then is heard of no more.
It is a tale told by an idiot,
full of sound and fury,
signifying nothing."
Community Champion
