Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Thinking caps, please!
Cast your mind back.... Way back.... Or not. You need only go as far as that time when you set up your PMO, or when you managed your first project, your choice.
What was the largest mistake you made that you would never do again and caution all others against?
Conversely, what was the best thing you did that you would advise everyone to consider if the situation fits? Saving Changes...
PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
One of the most common mistakes when implementing a PMO is to focus exclusively on the structure, processes and tools, without dedicating enough time to understand the organizational culture, the real needs of the teams and the strategic context. Many times we fall into the trap of wanting to "control" too much, which ends up generating rejection and losing relevance.
On the contrary, one of the greatest successes of a successful PMO is to start with active listening. Understand the pains of the business, co-create solutions with stakeholders and offer services that generate tangible value from the very beginning. A flexible, empathetic and adaptive PMO is usually more likely to endure and position itself strategically.
In short, a PMO that is built with people and not just for people has a much better chance of becoming a key business partner.
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1 reply by Mike Frenette
Jun 05, 2025 9:09 PM
Mike Frenette
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"Build your PMO WITH people, not just FOR people."
Excellent words of wisdom, Fabian!
Saving Changes...
Mike FrenetteManager, IT PMO| Halifax Water (retired)Halifax, Nova Scotia, Canada
Jun 05, 2025 4:06 PM
Replying to Fabian Crosa
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One of the most common mistakes when implementing a PMO is to focus exclusively on the structure, processes and tools, without dedicating enough time to understand the organizational culture, the real needs of the teams and the strategic context. Many times we fall into the trap of wanting to "control" too much, which ends up generating rejection and losing relevance.
On the contrary, one of the greatest successes of a successful PMO is to start with active listening. Understand the pains of the business, co-create solutions with stakeholders and offer services that generate tangible value from the very beginning. A flexible, empathetic and adaptive PMO is usually more likely to endure and position itself strategically.
In short, a PMO that is built with people and not just for people has a much better chance of becoming a key business partner.
"Build your PMO WITH people, not just FOR people."
Excellent words of wisdom, Fabian! Saving Changes...
A mistake I made early in my PM career was over-focusing on the triple constraint and ignoring why we were doing the project to begin with. This turned into the classic case of "the operation was a success but the patient died".
One I always cherish is the one where I took over a troubled project which was behind schedule and where the previous PM had been removed because of a major conflict with the majority of the team. Through a combination of humility, curiosity, a willingness to roll my sleeves up and work in the trenches with the team members, and by introducing the least amount of oversight needed to deliver the project, we were able to get across the finish line. However, what made me proudest was the team members stating by the end that they'd be happy to work with me on a future project.
Kiron Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Mike Frenette Thank you for the thought-provoking prompt — it's always powerful to pause and reflect on both scars and milestones.
- Biggest mistake?
When I helped launch a PMO early in my career, I focused too much on process and not enough on people.
We built dashboards, templates, and workflows — but underestimated the importance of co-creating value with the teams.
It took time (and some resistance) to realize that true governance isn’t control — it’s enabling clarity, trust, and collaboration.
- Best decision?
Shifting from a compliance-driven mindset to a purpose-driven one.
I started framing projects not as tasks to be managed but as experiences to be designed.
That shift unlocked engagement, ownership, and — ironically — far better performance.
- Lesson?
Success in project leadership isn’t just about doing things right — it’s about doing the right things with the right people in the right way.
And sometimes, that means unlearning the “textbook” and listening more closely to the context.
One of my early mistakes was over-documenting everything thinking that more templates and reports meant more control. It overwhelmed the team and slowed real progress. Lesson learned: documentation should enable, not hinder.
On the flip side, my best decision was building trust early. Taking time to understand the team, listen actively, and involve them in decision-making created a strong culture of ownership. That trust made all the difference when we hit inevitable bumps. Relationships really are the true enabler of successful project delivery.
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