Is your PMO leading the transformation or simply managing the status quo?

Agile Leadership PMO

Fabian Crosa

Community Champion

PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America Hub| Catholic University of Uruguay Montevideo, Montevideo, Uruguay

In a context where agility, innovation and value delivery are key...

What practices are you implementing to evolve the PMO beyond control and become a strategic catalyst for change?

Posted: May 11, 2025 9:43 PM

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Thomas Walenta Global Project Economy Expert Hackenheim, Germany

At my last client, we had a PMO driving improvement of the project portfolio in terms of efficiency, capacity, and quality for about 400 projects, of which about 40 were considered significant. Integration of projects and agile teams was required. We considered it a transformation, yet there was no defined target state.

In parallel, one of the portfolio components was a massive transformation to drive the digitization of the (manufacturing) organization, for which a separate PMO was needed. Also here the end state was not fixed.

So, there is not only one transformation in an organization, and they are often open-ended. PMOs support a specific scope; there can be many. Alignment between them is necessary.

Posted: May 17, 2025 2:17 PM

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Is your PMO leading the transformation or simply managing the status quo?

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