There are three mutually reinforcing reasons for implementing a BMT. - First, a BMT takes the lead in generating ideas for creating and realizing value, constantly re-energizing and re-focusing the effort of transformation. - Second, it carries out the rigorous analysis necessary to confirm that all investment in processing is aligned and contributes to the transformation objectives. - Third, it does not regard process and compliance as its main objective. It operates from a high-performance, streamlined operational model in which transformation initiatives are invested, executed, and realized in the most efficient and cost-effective way possible.
The traditional project management (PMO) office, focused on administration and compliance, is poorly suited for the pursuit of value creation opportunities presented by a transformation initiative.
Thanks Henrique.
Good learning. I would like to know more of TMO.
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2 replies by Henrique Diniz, PMO-CP , CPMAI+E, GPM-b
Jan 05, 2017 8:03 AM
Henrique Diniz, PMO-CP , CPMAI+E, GPM-b
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TMO’s utilise the skills of a mix of professionals, from HR/Communications through to Performance Improvement, as well as drawing on the technical expertise within your organisation.
Jan 05, 2017 8:17 AM
Henrique Diniz, PMO-CP , CPMAI+E, GPM-b
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Top 20 Head Of Business Transformation Office profiles | LinkedIn
Thanks Henrique.
Good learning. I would like to know more of TMO.
TMO’s utilise the skills of a mix of professionals, from HR/Communications through to Performance Improvement, as well as drawing on the technical expertise within your organisation. Saving Changes...
Head of International Project Management Office| Deutsche TelekomPraha, Czechia
I think that important is to be customer centric and provide bespoken solutions for the customers and stakeholders. The name is important, but even more important is the value and benefit creation. If you are interested in this topic the Project Management Office Practice Guide from PMI is a great resource to download and read. Saving Changes...
Luis BrancoCEO| Business Insight, Consultores de Gestão, LdªCarcavelos, Lisboa, Portugal
Henrique Diniz, PMO-CP , CPMAI+E This is an excellent distinction between a Transformation Management Office (TMO) and the traditional Project Management Office (PMO) — and a much-needed one. I particularly agree with the following points:
- Value Creation Focus: A TMO should act as a catalyst for innovation, constantly generating ideas, testing value hypotheses, and driving transformation performance.
By contrast, the traditional PMO is often reactive — focused on process, compliance, and administration, rather than strategic development.
- Rigorous Alignment of Investments: A TMO takes responsibility for ensuring that all efforts and investments are directly tied to transformation objectives. This avoids fragmented execution or projects that deliver outputs without meaningful outcomes.
Lean, High-Performance Operating Model: A TMO must not become a bottleneck.
It should operate with agility, reallocating resources dynamically and scaling initiatives as needed — a stark contrast with some PMOs that prioritize rigid controls over responsiveness.
A few additional points to enrich the conversation:
- Dynamic Governance: A TMO needs to be tightly connected to both executive leadership and operational teams.
It should be empowered to make decisions, drive accountability, and provide visibility into transformation efforts — not just report on timelines and milestones.
- Multidisciplinary Teams: Transformation flourishes when the TMO brings together cross-functional talent — from business, technology, data, and operations — with diverse and complementary skill sets.
- Culture of Learning and Adaptation: Whereas traditional PMOs often penalize scope deviation, TMOs should encourage experimentation, celebrate learnings, and iterate quickly based on feedback from users and stakeholders.
- Outcome-Oriented Metrics: In addition to classic KPIs like time, cost, and scope, TMOs must track business impact — such as ROI, user adoption, cultural shift, or operational efficiency — and use that data to steer future initiatives.
In short, if your goal is business transformation, strategic differentiation, and the adoption of new ways of working, then a TMO is not just useful — it’s essential.
Conversely, for stable execution of well-scoped projects, the traditional PMO still plays a vital role.
The real opportunity lies in combining both models — preserving PMO discipline where needed, while empowering the TMO to drive meaningful, strategic change across the organization.
I'd also be curious to explore how your TMO model handles stakeholder engagement:
- How does it communicate priorities, gather feedback, and foster organizational buy-in during transformation?
That, too, is often a deciding factor in success.
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