PMO Leader | Speaker & Mentor | Content Leader – PMOGA Latin America
Hub| Catholic University of UruguayMontevideo, Montevideo, Uruguay
M.O.R.E. is a call to our profession shifting its focus and accountability beyond project management success, to project success. It represents a sweeping reconsideration of the role of our global project management community. Saving Changes...
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Fabian Crosa M.O.R.E. — Between Real Evolution and the Risk of Optics
PMI’s M.O.R.E. initiative is, in principle, a vital shift: from measuring success by how well we manage the project — to being accountable for whether the project truly delivers value, impact, and meaningful outcomes.
This aligns with the evolution of the project manager’s role from technical executor to strategic integrator, value facilitator, and systems-level change agent.
That requires us to:
- Connect purpose to performance
- Lead through influence, not just authority
- Integrate benefits realization across the entire project lifecycle
Yet there’s a real risk: that M.O.R.E. becomes just another narrative for the spotlight - inspiring at the keynote level but disconnected from actual delivery systems.
Talking about impact without rethinking metrics, structures, roles, and contracts is superficial.
To fulfill its promise, M.O.R.E. must be backed by:
- New success metrics (value created, not just outputs)
- A redefined PM identity — from task controller to strategic co-creator
- Development of new capabilities: systems thinking, benefit design, and ethical leadership
In short: M.O.R.E. will only mean more if it changes how we measure, lead, and sustain real value.
Otherwise, we risk managing appearances while missing the substance.
...
1 reply by Aaron Porter
Jul 29, 2025 10:47 AM
Aaron Porter
...
Great point Luis Branco. It can be difficult, and possibly risky, to step beyond the bounds our organizations impose upon us. I've worked with people who didn't want to be "preached at" by project managers. It's possible I was being a little preachy, but it wasn't intentional. If we don't know how, we need to learn how to "read the room" and build trust, so that when we do present ideas on how to add more value people are more open to them.
It's kind of like with certifications; PMI promotes the value of the certifications they offer, but not every company values them the same. PMI can promote the concepts of M.O.R.E., but it's only going to bring sweeping change to businesses where project managers are trusted to bring more value and where project managers are involved AFTER the project launches and play a role in making sure the potential value of the project is realized (it feels a little like we're crossing into Product Manager territory).
Fabian Crosa M.O.R.E. — Between Real Evolution and the Risk of Optics
PMI’s M.O.R.E. initiative is, in principle, a vital shift: from measuring success by how well we manage the project — to being accountable for whether the project truly delivers value, impact, and meaningful outcomes.
This aligns with the evolution of the project manager’s role from technical executor to strategic integrator, value facilitator, and systems-level change agent.
That requires us to:
- Connect purpose to performance
- Lead through influence, not just authority
- Integrate benefits realization across the entire project lifecycle
Yet there’s a real risk: that M.O.R.E. becomes just another narrative for the spotlight - inspiring at the keynote level but disconnected from actual delivery systems.
Talking about impact without rethinking metrics, structures, roles, and contracts is superficial.
To fulfill its promise, M.O.R.E. must be backed by:
- New success metrics (value created, not just outputs)
- A redefined PM identity — from task controller to strategic co-creator
- Development of new capabilities: systems thinking, benefit design, and ethical leadership
In short: M.O.R.E. will only mean more if it changes how we measure, lead, and sustain real value.
Otherwise, we risk managing appearances while missing the substance.
Great point Luis Branco. It can be difficult, and possibly risky, to step beyond the bounds our organizations impose upon us. I've worked with people who didn't want to be "preached at" by project managers. It's possible I was being a little preachy, but it wasn't intentional. If we don't know how, we need to learn how to "read the room" and build trust, so that when we do present ideas on how to add more value people are more open to them.
It's kind of like with certifications; PMI promotes the value of the certifications they offer, but not every company values them the same. PMI can promote the concepts of M.O.R.E., but it's only going to bring sweeping change to businesses where project managers are trusted to bring more value and where project managers are involved AFTER the project launches and play a role in making sure the potential value of the project is realized (it feels a little like we're crossing into Product Manager territory). Saving Changes...
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