PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
In a fast-changing environment, it’s easy to fall into survival mode—reacting, firefighting, ticking boxes. But true leadership in a PMO means stepping back, seeing the bigger picture, and intentionally shaping how we bring value.
For me, the turning point was shifting from managing deliverables to influencing direction, aligning people, and enabling growth. Leading a PMO is not about control—it's about connection, clarity, and courage.
So ask yourself: are you surviving the chaos, or are you shaping the symphony? Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
I agree with everything you have stated so well, Fabian.
The recently released "Project Management Offices - a Practice Guide" helps PMO Leaders "shape the symphony". The Value Ring Framework focuses on the Outputs that deliver value in the eyes of PMO Customers, which drives the Functions a PMO implements, all based on the highest priority Outputs.
The PMO becomes an organizational lever to achieve strategic and operational goals, a part of the organization without which projectized organizations flounder. And more and more organizations will become projectized when they discover the power and value of an effective PMO.
The new PMO PG is a great help to any PMO Leader, along with the Framework, training and the PMI-PMOCP certification, and serves as an eye-opener for executive teams.
...
1 reply by Fabian Crosa
Apr 10, 2025 11:47 AM
Fabian Crosa
...
Absolutely agree.
The new PMO Practice Guide truly invites us to see the PMO not as a bureaucratic structure, but as a strategic enabler—a conductor that ensures harmony between vision, delivery, and value.
What I love about the Value Ring Framework is how it shifts the focus to what truly matters: delivering perceived value to stakeholders. This not only sharpens the PMO’s priorities but also strengthens its credibility across the organization.
As more companies evolve into project-based models, the PMO is no longer optional—it’s essential. And with tools like the new Guide, the Framework, and certifications like PMI-PMOCP, we have everything we need to lead with clarity and purpose.
Insightful point. Leading a PMO goes beyond managing tasks it’s about creating alignment and enabling value. Striving for clarity over control makes a real difference.
...
1 reply by Fabian Crosa
Apr 10, 2025 11:48 AM
Fabian Crosa
...
Pavan,
Absolutely agree—well said!
Leading a PMO is about orchestrating alignment, not just execution. When we shift the focus from controlling every detail to enabling clarity, collaboration, and strategic impact, we empower teams and elevate outcomes.
It's not about doing more—it's about doing what matters most.
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Apr 10, 2025 9:00 AM
Replying to Mike Frenette
...
I agree with everything you have stated so well, Fabian.
The recently released "Project Management Offices - a Practice Guide" helps PMO Leaders "shape the symphony". The Value Ring Framework focuses on the Outputs that deliver value in the eyes of PMO Customers, which drives the Functions a PMO implements, all based on the highest priority Outputs.
The PMO becomes an organizational lever to achieve strategic and operational goals, a part of the organization without which projectized organizations flounder. And more and more organizations will become projectized when they discover the power and value of an effective PMO.
The new PMO PG is a great help to any PMO Leader, along with the Framework, training and the PMI-PMOCP certification, and serves as an eye-opener for executive teams.
Absolutely agree.
The new PMO Practice Guide truly invites us to see the PMO not as a bureaucratic structure, but as a strategic enabler—a conductor that ensures harmony between vision, delivery, and value.
What I love about the Value Ring Framework is how it shifts the focus to what truly matters: delivering perceived value to stakeholders. This not only sharpens the PMO’s priorities but also strengthens its credibility across the organization.
As more companies evolve into project-based models, the PMO is no longer optional—it’s essential. And with tools like the new Guide, the Framework, and certifications like PMI-PMOCP, we have everything we need to lead with clarity and purpose. Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
Apr 10, 2025 10:01 AM
Replying to Pavan Maddi
...
Insightful point. Leading a PMO goes beyond managing tasks it’s about creating alignment and enabling value. Striving for clarity over control makes a real difference.
Pavan,
Absolutely agree—well said!
Leading a PMO is about orchestrating alignment, not just execution. When we shift the focus from controlling every detail to enabling clarity, collaboration, and strategic impact, we empower teams and elevate outcomes.
It's not about doing more—it's about doing what matters most. Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
And of course, all PMO Leaders should belong to one of the PMI PMOGA Community Spaces!
divIt takes less than a minute to join and you’ll get instant access. It's a great way to supplement projectmanagement.com content with focused PMO.content!
/div
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Hi Fabian,
Thank you for sharing such a thoughtful and inspiring message.
In today’s fast-paced environment, it’s true—many PMO leaders find themselves stuck in a cycle of reacting and reporting.
But as you so eloquently put it, true leadership requires stepping back, gaining perspective, and intentionally shaping how value is delivered.
I’ve found that the real shift happens when we stop focusing solely on outputs and start investing in alignment, communication, and growth. It’s not about control—it’s about building trust, creating clarity, and connecting people to purpose.
Appreciate the reminder that we’re not just managing projects—we’re shaping a symphony.
Warm regards,
Luis Branco
...
1 reply by Mike Frenette
Apr 10, 2025 6:36 PM
Mike Frenette
...
Just to clarify, the Outputs I mentioned in my previous post are those outlined in the Value Ring Framework, formerly called Values in the original version. These are the PMO Outputs you bring to the attention of the PMO Stakeholders resulting in direction for the PMO Leaders and members.
In this case, one must absolutely focus on outputs, since these are the measuring sticks with which PMO performance will be judged.
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Apr 10, 2025 1:10 PM
Replying to Luis Branco
...
Hi Fabian,
Thank you for sharing such a thoughtful and inspiring message.
In today’s fast-paced environment, it’s true—many PMO leaders find themselves stuck in a cycle of reacting and reporting.
But as you so eloquently put it, true leadership requires stepping back, gaining perspective, and intentionally shaping how value is delivered.
I’ve found that the real shift happens when we stop focusing solely on outputs and start investing in alignment, communication, and growth. It’s not about control—it’s about building trust, creating clarity, and connecting people to purpose.
Appreciate the reminder that we’re not just managing projects—we’re shaping a symphony.
Warm regards,
Luis Branco
Just to clarify, the Outputs I mentioned in my previous post are those outlined in the Value Ring Framework, formerly called Values in the original version. These are the PMO Outputs you bring to the attention of the PMO Stakeholders resulting in direction for the PMO Leaders and members.
In this case, one must absolutely focus on outputs, since these are the measuring sticks with which PMO performance will be judged.
...
2 replies by Laura Lazzerini and Luis Branco
Apr 12, 2025 4:29 AM
Luis Branco
...
Hi Mike Frenette ,
Thank you for the clarification—absolutely agree that outputs, especially as defined in the Value Ring Framework, are critical reference points for evaluating PMO performance.
My intent was not to downplay their importance, but rather to highlight that when we focus solely on outputs, we risk losing sight of the broader context: alignment with strategic intent, stakeholder engagement, and the cultural enablers that drive sustainable value.
In my experience, the most effective PMOs are those that deliver the right outputs while also cultivating clarity, trust, and alignment—so that those outputs translate into meaningful outcomes.
I truly appreciate your perspective and the opportunity to build on this important discussion.
Warm regards,
Luis Branco
May 23, 2025 10:33 AM
Laura Lazzerini
...
I think we should for sure look at the flywheel in the new PMO Guide, where all the steps are indicated and that represents a further evolution of the PMO Value Ring.
Head of International Project Management Office| Deutsche TelekomPraha, Czechia
I believe that PMO leaders should both think to the current running of the PMO, as well as to the strategy and activities in the long term. And they need to find a balance between the two. If they look only to the long term, they will run the risk to miss the support of important stakeholders, due to the lack of quick wins. If they focus on the current running activities, they will run the risk of loosing the sustainability of the PMO in the longer term, due to the lack of vision. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Apr 10, 2025 6:36 PM
Replying to Mike Frenette
...
Just to clarify, the Outputs I mentioned in my previous post are those outlined in the Value Ring Framework, formerly called Values in the original version. These are the PMO Outputs you bring to the attention of the PMO Stakeholders resulting in direction for the PMO Leaders and members.
In this case, one must absolutely focus on outputs, since these are the measuring sticks with which PMO performance will be judged.
Hi Mike Frenette ,
Thank you for the clarification—absolutely agree that outputs, especially as defined in the Value Ring Framework, are critical reference points for evaluating PMO performance.
My intent was not to downplay their importance, but rather to highlight that when we focus solely on outputs, we risk losing sight of the broader context: alignment with strategic intent, stakeholder engagement, and the cultural enablers that drive sustainable value.
In my experience, the most effective PMOs are those that deliver the right outputs while also cultivating clarity, trust, and alignment—so that those outputs translate into meaningful outcomes.
I truly appreciate your perspective and the opportunity to build on this important discussion.
Warm regards,
Luis Branco
...
1 reply by Mike Frenette
Apr 16, 2025 8:31 AM
Mike Frenette
...
Of course alignment with strategic intent, stakeholder (aka PMO Customer) identification and engagement, and sustainable value are two of the thirty most common Outputs (previously called Values) that we ask PMO Customers to review and prioritize, and upon which we base the Services offered by the PMO.
I make this clarification so that readers don't confuse PMO Outputs with Project Outputs (aka deliverables) identified in a projec WBS.
Hi all,
I really enjoyed reading through the insightful comments and experiences already shared and I asked Copilot to summarize the discussion so far:
---
Leadership vs. Survival in PMOs: The discussion emphasizes the importance of PMO leaders moving beyond mere survival (reacting and managing deliverables) to true leadership (influencing direction, aligning people, and enabling growth).
Value Ring Framework: This framework focuses on delivering value as perceived by PMO customers, driving the functions a PMO implements based on the highest priority outputs.
Strategic Enabler: The new PMO Practice Guide encourages viewing the PMO as a strategic enabler rather than a bureaucratic structure, ensuring harmony between vision, delivery, and value.
Essential Role of PMOs: As organizations evolve into project-based models, PMOs are seen as essential for achieving strategic and operational goals.
Balance and Alignment: Effective PMO leadership involves balancing short-term and long-term goals, focusing on alignment, communication, and growth to build trust and deliver meaningful outcomes.
---
In my personal experience "it depends" in the beginning you are for sure shaping your PMO, then there may be "survival times" and "lead times". I would like to say that I do the later but I have to admit that there are regularly very "reactive periods" in my PMO role.
Luckily we (the entire PMO network) have set annual targets and to annual assessments to verify our position and improve it. This is what ensures the "leading part".
In my experience the perceived value of the PMO is a mix of your personal performance and your ability to fulfill stakeholder requirements. Saving Changes...
Community Champion
