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
Apr 12, 2025 4:29 AM
Replying to 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
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.
...
1 reply by Luis Branco
May 23, 2025 12:20 PM
Luis Branco
...
Mike Frenette Thank you once again for your thoughtful follow-up and for reinforcing the distinctions between PMO Outputs (as defined by the Value Ring Framework) and Project Outputs like WBS deliverables.
You're absolutely right to emphasize the need for clarity here—especially in a community where diverse experiences and frameworks converge. I appreciate your precision and your commitment to ensuring that these concepts are not conflated.
My earlier comments were certainly intended to support, not contradict, the structured thinking behind models like the Value Ring.
In fact, I’ve found it particularly valuable in fostering stakeholder-centric conversations about the PMO’s relevance and impact.
At the same time, I believe this dialogue offers a great opportunity for the group to reflect not only on what is delivered (outputs), but also on how those outputs are shaped by trust, alignment, and leadership maturity.
After all, outputs—no matter how well defined—gain meaning when anchored in strategic and cultural context.
Thanks for helping elevate this conversation. That’s how we grow as a community.
Project & PMO Manager | Research & Enterprise Mentor| GFB HoldingSouth America, Brazil
Good morning, in my experience consulting with various PMOs at different maturity stages, I clearly see two scenarios: those "surviving the chaos" - struggling to demonstrate their value and deliver basic expectations, often in reactive environments where space for strategic action is limited; and those "conducting the symphony" - who have gained enough credibility to have a voice and time to truly align PMO functions with organizational needs, creating harmony between strategy and execution.
The fundamental question for reflection is: where do you stand? Are you merely reacting to daily demands in a struggle for survival and recognition, or are you proactively shaping the future of project management in your organization, conducting a symphony of aligned processes, people, and results?
...
1 reply by Svenja Merle
Apr 17, 2025 8:15 AM
Svenja Merle
...
Hi Francisco,
I believe, that there can be a mix of both in the same PMO. For me, its also phases of chaos vs. phases of smyphony. This week I had to onboard 3 new local PMOs in my network of 18 PMOs. Even though there are clear processes, targets, etc. there will clearly be a bit of chaos in the next months for those sites. As their global PMO I accompany them in this phase to lead them and I accept this chaos for a while.
Especially, if the PMO role is only a (part-time) role and not a 1-FTE-function.
Good morning, in my experience consulting with various PMOs at different maturity stages, I clearly see two scenarios: those "surviving the chaos" - struggling to demonstrate their value and deliver basic expectations, often in reactive environments where space for strategic action is limited; and those "conducting the symphony" - who have gained enough credibility to have a voice and time to truly align PMO functions with organizational needs, creating harmony between strategy and execution.
The fundamental question for reflection is: where do you stand? Are you merely reacting to daily demands in a struggle for survival and recognition, or are you proactively shaping the future of project management in your organization, conducting a symphony of aligned processes, people, and results?
Hi Francisco,
I believe, that there can be a mix of both in the same PMO. For me, its also phases of chaos vs. phases of smyphony. This week I had to onboard 3 new local PMOs in my network of 18 PMOs. Even though there are clear processes, targets, etc. there will clearly be a bit of chaos in the next months for those sites. As their global PMO I accompany them in this phase to lead them and I accept this chaos for a while.
Especially, if the PMO role is only a (part-time) role and not a 1-FTE-function. Saving Changes...
Head of International Project Management Office| Deutsche TelekomPraha, Czechia
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.
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. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Apr 16, 2025 8:31 AM
Replying to 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.
Mike Frenette Thank you once again for your thoughtful follow-up and for reinforcing the distinctions between PMO Outputs (as defined by the Value Ring Framework) and Project Outputs like WBS deliverables.
You're absolutely right to emphasize the need for clarity here—especially in a community where diverse experiences and frameworks converge. I appreciate your precision and your commitment to ensuring that these concepts are not conflated.
My earlier comments were certainly intended to support, not contradict, the structured thinking behind models like the Value Ring.
In fact, I’ve found it particularly valuable in fostering stakeholder-centric conversations about the PMO’s relevance and impact.
At the same time, I believe this dialogue offers a great opportunity for the group to reflect not only on what is delivered (outputs), but also on how those outputs are shaped by trust, alignment, and leadership maturity.
After all, outputs—no matter how well defined—gain meaning when anchored in strategic and cultural context.
Thanks for helping elevate this conversation. That’s how we grow as a community.
...
1 reply by Mike Frenette
May 23, 2025 7:12 PM
Mike Frenette
...
You are most welcome, Luis, and thanks for the continuing conversation.
I agree with what you are saying. PMO outputs must be validated by important PMO customers to ensure they meet expectations and align with those items you cite.
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
May 23, 2025 12:20 PM
Replying to Luis Branco
...
Mike Frenette Thank you once again for your thoughtful follow-up and for reinforcing the distinctions between PMO Outputs (as defined by the Value Ring Framework) and Project Outputs like WBS deliverables.
You're absolutely right to emphasize the need for clarity here—especially in a community where diverse experiences and frameworks converge. I appreciate your precision and your commitment to ensuring that these concepts are not conflated.
My earlier comments were certainly intended to support, not contradict, the structured thinking behind models like the Value Ring.
In fact, I’ve found it particularly valuable in fostering stakeholder-centric conversations about the PMO’s relevance and impact.
At the same time, I believe this dialogue offers a great opportunity for the group to reflect not only on what is delivered (outputs), but also on how those outputs are shaped by trust, alignment, and leadership maturity.
After all, outputs—no matter how well defined—gain meaning when anchored in strategic and cultural context.
Thanks for helping elevate this conversation. That’s how we grow as a community.
You are most welcome, Luis, and thanks for the continuing conversation.
I agree with what you are saying. PMO outputs must be validated by important PMO customers to ensure they meet expectations and align with those items you cite. Saving Changes...
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