Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Hello colleagues,
In my organization, our change management area is located inside the Talent department (which is another name for Human Resources). I believe this is becoming a trend in many companies.
This Change Management Office only participates in certain strategic projects that have specific characteristics.
In your experience, do you think this kind of office should be a service provided by other departments, or should it be part of the PMO (or something similar)? I'm curious to hear your thoughts on this!
Francisco
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Jun 29, 2025 8:16 AM
Replying to Oliver Schneidemann
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I’ve seen good results when a PMO or CMO reports in Operations. But regardless where it sits, making sure there is executive support for a robust governance approach and having a cross-functional skill set in the PMO/CMO is vital.
Oliver Schneidemann I've also seen good results when a PMO or CMO reports to Operations. But yes, you are completely right: having strong executive support for good governance, and ensuring the PMO/CMO has a team with different skills, is absolutely vital, no matter where it sits.Regards! Francisco. Saving Changes...
I agree with the previous comments. PMO should establish a change management process for the specific projects that it manages (of a determined area or department), considering the evaluation of the change, identification of risks, metrics tracking, and feedback collection. It's adequate that change management processes be tailored according to the nature of the projects.
The talent department would be oriented to make decisions about enterprise strategy, mission, vision, training, enterprise culture, etc. Maybe it can have its own PMO to manage the portfolios, programs, and projects, and include a tailored change management process.
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1 reply by Francisco Herrera
Sep 09, 2025 12:20 PM
Francisco Herrera
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Veronica in tailoring change management processes to the specific needs of each project, while a talent department may focus on enterprise-wide strategy and culture, the PMO should establish a change management process that is specifically designed for the projects it manages. Francisco.
Program Manager, PPM&PMO Specialist.| Coppel, Mexico.Culiacán, Sinaloa, Mexico
Sep 09, 2025 11:34 AM
Replying to Verónica Elizabeth Pozo Ruiz
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I agree with the previous comments. PMO should establish a change management process for the specific projects that it manages (of a determined area or department), considering the evaluation of the change, identification of risks, metrics tracking, and feedback collection. It's adequate that change management processes be tailored according to the nature of the projects.
The talent department would be oriented to make decisions about enterprise strategy, mission, vision, training, enterprise culture, etc. Maybe it can have its own PMO to manage the portfolios, programs, and projects, and include a tailored change management process.
Veronica in tailoring change management processes to the specific needs of each project, while a talent department may focus on enterprise-wide strategy and culture, the PMO should establish a change management process that is specifically designed for the projects it manages. Francisco. Saving Changes...
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