One of the assumptions I make about M.O.R.E. is that many project managers know more about it than the decision-makers in their companies, and that not all companies have the same need for it from their project managers. Here's a quick poll regarding what your company expects of you, as a project manager, in regards to M.O.R.E.:
[see my reply, below, for a working link. The form is adding HTML to it that I can't edit.]
If your company doesn't expect M.O.R.E. from you, is it due to lack of awareness, by design, or something else?
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Aaron, I think there may be another dimension to consider alongside awareness and design: organizational enablement.
A company may expect M.O.R.E. from its project managers while leaving decision rights, resources, sponsorship and key trade-offs elsewhere in the organization. In that case, the expectation has expanded, but the professional’s legitimate authority and capacity to act may not have expanded with it.
I would also distinguish broader contribution from broader accountability. A project manager can expand perspective, continually reassess assumptions and actively contribute to project success without becoming accountable for organizational conditions or decisions that legitimately belong to sponsors, business owners, technical authorities or operations.
So perhaps the question is not only whether organizations expect M.O.R.E. from project managers, but whether they have created the conditions that make those expectations governable, and whether each expectation belongs to the role in the first place.
By the way, the link to the poll does not seem to be working.
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1 reply by Aaron Porter
Sep 02, 2026 12:42 PM
Aaron Porter
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I don't disagree, and I'm curious what other project managers are experiencing. I think PMI is presenting an aspirational direction for project management, and that M.O.R.E. won't be consistently applied, everywhere, for various reasons. I'd like to validate my assumption with other project managers' experiences.
Aaron, I think there may be another dimension to consider alongside awareness and design: organizational enablement.
A company may expect M.O.R.E. from its project managers while leaving decision rights, resources, sponsorship and key trade-offs elsewhere in the organization. In that case, the expectation has expanded, but the professional’s legitimate authority and capacity to act may not have expanded with it.
I would also distinguish broader contribution from broader accountability. A project manager can expand perspective, continually reassess assumptions and actively contribute to project success without becoming accountable for organizational conditions or decisions that legitimately belong to sponsors, business owners, technical authorities or operations.
So perhaps the question is not only whether organizations expect M.O.R.E. from project managers, but whether they have created the conditions that make those expectations governable, and whether each expectation belongs to the role in the first place.
By the way, the link to the poll does not seem to be working.
I don't disagree, and I'm curious what other project managers are experiencing. I think PMI is presenting an aspirational direction for project management, and that M.O.R.E. won't be consistently applied, everywhere, for various reasons. I'd like to validate my assumption with other project managers' experiences.
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1 reply by Luis Branco
Sep 02, 2026 2:00 PM
Luis Branco
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That makes sense, Aaron. I think the gap between the aspirational direction and what organizations actually expect, enable and authorize may be one of the most interesting things the poll reveals.
I will also be interested in whether the responses show a general movement toward M.O.R.E. with different degrees of organizational readiness, or genuinely different views about what should belong to the Project Manager role in the first place.
Those would be quite different explanations for the same apparent variation.
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Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Sep 02, 2026 12:42 PM
Replying to Aaron Porter
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I don't disagree, and I'm curious what other project managers are experiencing. I think PMI is presenting an aspirational direction for project management, and that M.O.R.E. won't be consistently applied, everywhere, for various reasons. I'd like to validate my assumption with other project managers' experiences.
That makes sense, Aaron. I think the gap between the aspirational direction and what organizations actually expect, enable and authorize may be one of the most interesting things the poll reveals.
I will also be interested in whether the responses show a general movement toward M.O.R.E. with different degrees of organizational readiness, or genuinely different views about what should belong to the Project Manager role in the first place.
Those would be quite different explanations for the same apparent variation. Saving Changes...
Program Manager| HARPER SRLSanto Domingo / Distrito Nacional, Dominican Republic
I think sometimes it is by design. Not every organization expects the PM to have the same level of involvement in strategy, value, or business decisions. In some environments, the role is still much more focused on delivery and coordination.
Ithink there's a challenge here, when the organization expects M.O.R.E. from the PM, but the role, authority, or access to decision-makers has not evolved with those expectations.
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1 reply by Aaron Porter
Sep 09, 2026 4:29 PM
Aaron Porter
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You're calling out a tension I've seen, not just in project management, for over 30 years. Job descriptions often include "other duties as required" (sometimes unwritten) and what is expected can adapt to changing needs faster than what is documented.
I think sometimes it is by design. Not every organization expects the PM to have the same level of involvement in strategy, value, or business decisions. In some environments, the role is still much more focused on delivery and coordination.
Ithink there's a challenge here, when the organization expects M.O.R.E. from the PM, but the role, authority, or access to decision-makers has not evolved with those expectations.
You're calling out a tension I've seen, not just in project management, for over 30 years. Job descriptions often include "other duties as required" (sometimes unwritten) and what is expected can adapt to changing needs faster than what is documented. Saving Changes...
M. O. R. E. is a PMI strategic leadership model that fits the needs of today's organizations, since it considers the expectations of the stakeholders, the impact of the outcomes, the adaptive approach, and broader strategies, including social impact.
These considerations are widely used and result in effectiveness for most industries, but in a few cases, other enterprises opt to focus in othel/or aspects like delivery, financial, operational, or technological efficiency. Regarding the last one, technological, enterprises nowadays emphasize digital resilience and AI adoption to keep up with the fast evolution of tech.
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1 reply by Aaron Porter
Sep 22, 2026 1:44 PM
Aaron Porter
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That's a great sound bite, but what does your company expect from you? PMI's message is aspirational and something that project managers should prepare for. I'm curious about your reality and the reality of other PMs. Is your company really looking for M.O.R.E. from you? Do they appreciate your efforts or are they optimizing for delivery, or something else?
M. O. R. E. is a PMI strategic leadership model that fits the needs of today's organizations, since it considers the expectations of the stakeholders, the impact of the outcomes, the adaptive approach, and broader strategies, including social impact.
These considerations are widely used and result in effectiveness for most industries, but in a few cases, other enterprises opt to focus in othel/or aspects like delivery, financial, operational, or technological efficiency. Regarding the last one, technological, enterprises nowadays emphasize digital resilience and AI adoption to keep up with the fast evolution of tech.
That's a great sound bite, but what does your company expect from you? PMI's message is aspirational and something that project managers should prepare for. I'm curious about your reality and the reality of other PMs. Is your company really looking for M.O.R.E. from you? Do they appreciate your efforts or are they optimizing for delivery, or something else? Saving Changes...
The driver behind this question is that I'm curious about what others are experiencing, not what M.O.R.E. is or what PMI has to say about it. I think some project managers in some organizations in some industries will be able to do more with it than others. I think if you go into a job expecting to do M.O.R.E. and find out the company is optimizing for delivery you might struggle for a bit, and vice versa. I've known people who had similar experiences going into a PMO leadership position expecting to lead the portfolio and drive strategy, only to find out that they're expected to drive execution, despite what they were told during the interview.
I'm going to keep the poll up until the end of October.
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