As manager of quality and continuous improvement, Abolfazl, have you considered delving into the new PMO Practice Guide and its Value Ring Framework to bring to your executive team's attention one of the most important ways to improve and exponentially increase the quality of the projects in your organization?
I believe any executive team will thank their team members who introduce the concept of a PMO in the organization that delivers the value they need and expect.
Product Operations Program ManagerBarcelona, Cataluña, Spain
My PMO was discontinued due to organizational changes. It added a lot of value in terms of channeling value propositions into projects, creating a governance model and resource management. As time went by, its relevance faded away in a poor move by the MT.
...
1 reply by Mike Frenette
May 09, 2025 9:02 PM
Mike Frenette
...
This is the constant battle many PMOs have. When the going gets tough, the PMO is cut. Why is this?
The PMO may be delivering value in spades in the eyes of the PMO and the project teams, but if the executive team and other decision makers don't see it, then in effect, it is not delivering value in their eyes.
This is a big focus of the PMO Value Ring Framework. It begins with identifying the value the organization requires and wants, and continues with methods to broadcast the value the PMO delivers on a continuous basis, so that when the going gets tough, the organizational units engage the PMO even more to deliver the value they need as it changes. The PMO becomes a lever any organization unit can use to get things done - something that is very important in times of crisis.
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
May 09, 2025 7:05 AM
Replying to Kiron Bondale
...
And my follow-up question is: "If not, what have YOU done to improve its value proposition?" ;-)
A very pertinent follow-up question indeed, Kiron! Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
May 09, 2025 9:51 AM
Replying to Abolfazl Yousefi Darestani
...
We do not have PMO right now.
As manager of quality and continuous improvement, Abolfazl, have you considered delving into the new PMO Practice Guide and its Value Ring Framework to bring to your executive team's attention one of the most important ways to improve and exponentially increase the quality of the projects in your organization?
I believe any executive team will thank their team members who introduce the concept of a PMO in the organization that delivers the value they need and expect. Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
May 09, 2025 10:16 AM
Replying to Eduard Hernandez
...
My PMO was discontinued due to organizational changes. It added a lot of value in terms of channeling value propositions into projects, creating a governance model and resource management. As time went by, its relevance faded away in a poor move by the MT.
This is the constant battle many PMOs have. When the going gets tough, the PMO is cut. Why is this?
The PMO may be delivering value in spades in the eyes of the PMO and the project teams, but if the executive team and other decision makers don't see it, then in effect, it is not delivering value in their eyes.
This is a big focus of the PMO Value Ring Framework. It begins with identifying the value the organization requires and wants, and continues with methods to broadcast the value the PMO delivers on a continuous basis, so that when the going gets tough, the organizational units engage the PMO even more to deliver the value they need as it changes. The PMO becomes a lever any organization unit can use to get things done - something that is very important in times of crisis. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
How do I relate to the PMO?
Selectively — and always in a spirit of collaboration, not subordination.
In organizations that operate as networks, with interdependent teams, high adaptability, and a shared sense of purpose, the traditional role of the PMO requires a deep reinvention.
Rather than acting as a control and standardization center, the PMO should function as an integrative node:
- Facilitating the flow of information and shared understanding across multiple teams;
- Removing obstacles — rather than concentrating approvals;
- Promoting collective learning — not just procedural compliance.
When the PMO positions itself as a “guardian of the process,” it often hinders autonomy and slows down responsiveness.
But when it becomes a facilitator of interdependence and decentralized coordination, it can deliver real value.
I’ve seen PMOs operate as control towers — and others as connection webs.
It’s unquestionably the latter that truly contributed to organizational effectiveness and cohesion.
This mindset aligns closely with frameworks like the PMO Value Ring, which advocates for a service-oriented, adaptive, and value-driven PMO — one that exists not to impose control, but to support the network, amplify team effectiveness, and deliver strategic relevance.
...
1 reply by Mike Frenette
May 12, 2025 11:55 PM
Mike Frenette
...
Great insights, Luis. I like the analogies you use. A PMO must foster organizational engagement, collaboration, innovation, value generation, and value acknowledgement to survive.
Process police are not required, but process establishment and flexibility are.
What makes sense, offers flexibility and expedites value will be followed.
What doesn't will fall by the wayside.
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
May 10, 2025 10:39 AM
Replying to Luis Branco
...
How do I relate to the PMO?
Selectively — and always in a spirit of collaboration, not subordination.
In organizations that operate as networks, with interdependent teams, high adaptability, and a shared sense of purpose, the traditional role of the PMO requires a deep reinvention.
Rather than acting as a control and standardization center, the PMO should function as an integrative node:
- Facilitating the flow of information and shared understanding across multiple teams;
- Removing obstacles — rather than concentrating approvals;
- Promoting collective learning — not just procedural compliance.
When the PMO positions itself as a “guardian of the process,” it often hinders autonomy and slows down responsiveness.
But when it becomes a facilitator of interdependence and decentralized coordination, it can deliver real value.
I’ve seen PMOs operate as control towers — and others as connection webs.
It’s unquestionably the latter that truly contributed to organizational effectiveness and cohesion.
This mindset aligns closely with frameworks like the PMO Value Ring, which advocates for a service-oriented, adaptive, and value-driven PMO — one that exists not to impose control, but to support the network, amplify team effectiveness, and deliver strategic relevance.
Great insights, Luis. I like the analogies you use. A PMO must foster organizational engagement, collaboration, innovation, value generation, and value acknowledgement to survive.
Process police are not required, but process establishment and flexibility are.
What makes sense, offers flexibility and expedites value will be followed.
What doesn't will fall by the wayside. Saving Changes...
Community Champion
