Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
When setting up or enhancing a PMO, it is necessary to survey your PMO Customers as a first step to understanding which PMO outputs they value the most.
Sounds easy, right?
But how do you know who to survey? Who are your PMO Customers?
And once you identify them, how do you determine which groups should have the most influemce? Saving Changes...
Depends on the scope of the PMO's services and reporting relationship. Understanding where the PMO fits within different value streams can help to identify who those stakeholders are.
And as with all stakeholder analysis, some will be more important than others, so using approaches such as the salience model or a simple power vs. interest grid could help a PMO leader decide where to focus.
Kiron
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1 reply by Mike Frenette
Apr 25, 2025 8:01 AM
Mike Frenette
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Thanks, Kiron.
Any thoughts on strategies to use if some of your most important stakeholders won't engage?
It's not always the case. In some situations, it's important to guide them by clearly defining what they need. Often, you're establishing the PMO because you're helping the organization enhance its project management practices and overall performance. Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Apr 25, 2025 7:27 AM
Replying to Kiron Bondale
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Mike -
Depends on the scope of the PMO's services and reporting relationship. Understanding where the PMO fits within different value streams can help to identify who those stakeholders are.
And as with all stakeholder analysis, some will be more important than others, so using approaches such as the salience model or a simple power vs. interest grid could help a PMO leader decide where to focus.
Kiron
Thanks, Kiron.
Any thoughts on strategies to use if some of your most important stakeholders won't engage?
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1 reply by Kiron Bondale
Apr 25, 2025 12:39 PM
Kiron Bondale
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Seek to understand why and then address those concerns. It really depends on the specific stakeholder, the PMO leader's relationship with them, what else they have going on, and many other factors.
Any thoughts on strategies to use if some of your most important stakeholders won't engage?
Seek to understand why and then address those concerns. It really depends on the specific stakeholder, the PMO leader's relationship with them, what else they have going on, and many other factors.
Senior Projects Manager | Field & Marten AssociatesNew Westminster, British Columbia, Canada
Mike, your starting point should be identifying your PMO Services then map your users or beneficiaries against those services. Those are your customers.
For identifying who are the most influential stakeholders, I normally use the Power Interest Grid and also ask myself the following questions:
1) Who funds or champions the PMO? 2) Who relies on your reporting or tools to make decisions? 3) Who complains (or praises) the loudest? 4) Who has veto or decision power? Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Mike Frenette Identifying PMO customers is fundamental — and it starts with understanding the type of PMO we’re building: strategic, tactical, operational, or hybrid.
Each has different stakeholders and value expectations.
We can also implement PMOs from a service provider perspective, as reflected in the current PMI approach (PMO Value Ring).
In this view, PMO customers are those who rely on or benefit from the services we deliver — from executives and sponsors to project managers and delivery teams.
To know who to survey, start by mapping stakeholders and analyzing their level of influence and interest.
This helps you not only define your PMO customer base but also determine whose input should weigh more when prioritizing services.
Typically:
Executives and sponsors shape strategic direction and expected outcomes.
Project managers and teams influence service design and operational relevance.
The key is maintaining ongoing dialogue, listening actively, and evolving our services.
A PMO stays relevant not by delivering outputs, but by consistently delivering perceived and measurable value.
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