PMO Functionality In Organizations

If I had to setup a PMO today, Here's what I'd do: Step 1: See how things really are ↳ Interview execs, sponsors, PMs, and business leads ↳ Map all current projects - active, planned, and stalled ↳ Benchmark maturity across processes, tools, and culture ↳ Identify pain points (missed deadlines, ROI leakage, siloed teams) Step 2: Figure out how they should actually be ↳ Align with executives on “why the PMO exists” ↳ Lock in sponsorship to protect the PMO’s mandate ↳ Clarify which business units and geographies the PMO supports ↳ Define KPIs: cycle time, benefits realization, stakeholder trust, etc ↳ Decide scope: standards, governance, delivery, or strategy partner Step 3: Lay the groundwork ↳ Draft a RACI for PMO vs. execs vs. PMs ↳ Stand up intake and prioritization workflows ↳ Pinpoint quick wins the PMO can solve immediately ↳ Pick a starter toolset - Excel, Smartsheet, or light PPM ↳ Define governance checkpoints that enable - not delay - delivery ↳ Set lightweight standards (scope, schedule, risk, status reporting) Step 4: Pilot with purpose ↳ Select 1–2 projects with high visibility and executive sponsorship ↳ Apply the PMO framework in real time - don’t over-engineer ↳ Track value delivered vs. “old way” of running projects ↳ Package results into a case study to showcase impact ↳ Capture lessons learned in a living playbook Step 5: Roll out & roadshow ↳ Position PMO as an enabler - solving pain points, not adding burden ↳ Conduct PMO “roadshows” to share wins and benefits org-wide ↳ Create cheat sheets, quick guides, and templates for adoption ↳ Scale pilot practices across 3–5 additional projects ↳ Train PMs and sponsors on new processes Step 6: Measure & share ↳ Compare portfolio spend vs. strategic value delivered ↳ Share updates regularly with executives to build trust ↳ Use metrics to secure more resources and influence ↳ Report on benefits realized, not just activities done ↳ Create dashboards with one version of the truth Step 7: Take the next stride ↳ Update frameworks based on adoption, not theory ↳ Run quarterly PMO retrospectives with stakeholders ↳ Gather qualitative feedback (ease of use, clarity, impact) ↳ Push toward the next level of maturity without losing agility ↳ Expand into advanced areas (portfolio mgmt, benefits tracking, AI tools) ⚠️ What I’d avoid at all costs: ↳ Measuring success by reports produced instead of value delivered ↳ Trying to impose control instead of building credibility first ↳ Rolling out a PPM tool before fixing processes ↳ Starting with 50 templates nobody asked for 💡 If you had to build a PMO from scratch tomorrow, which step would you double down on first? -- ♻️ Repost to help PMOs succeed! 🔔 Follow me (Hussain Bandukwala) for more content like this.

After working 16 years in procurement, here are some lessons I wish I had learned sooner. If you’re new to procurement, learn these early! 1- Procurement isn’t just paperwork, it needs business thinking. - if you don’t think like an owner, you’ll always just be a back-office function! 2- The biggest hidden cost isn’t high prices, it is bad planning. - Poor forecasting causes excess stock, shortages, and last-minute buying that eat up profits! 3- Nobody celebrates savings, but they notice one late delivery. - That’s the reality of the job! 4- Most of your time is spent convincing your own team. - Internal alignment is harder than vendor negotiations! 5- “ Cost savings” mean nothing without the full picture. - Cutting cost while hurting quality or timelines costs more later! 6- Suppliers remember how you treated them in tough times. - Be fair, they’ll support you when things go wrong! 7- Too many rules slow everything down. - Over-control makes you less flexible! 8- Great deals are prepared, not pushed last minute. - Start early not just before the contract ends! 9- People think procurement slows things down. - Prove your value by helping them reach their goals! 10- A discount means nothing if the payment terms hurts cash flow. - Learn the basics of finance! 11- RFPs fail when end-users aren’t involved. - Always get their input! 12- “ Strategic” is just a title unless you’re in planning. - Push to be involved early! 13- Strong relationships matter more than SOPs in a crisis. - Build trust before you need help! 14- Lowest price isn’t always best value. - Look at delivery, service, support and reliability too! 15- Urgency from stakeholders keeps changing. - Add buffers or be blamed for delays! 16- Don’t blindly trust the data. - Ask questions, most of dashboards hide problems! #Procurement #Supplychain #BusinessGrowth #Strategy #Purchasing #LinkedIn

9 laws of Procurement: These are 9 of my favourite laws and principles, and how they can be applied to Procurement. 1) The Eisenhower Principle: The Urgent/Important Principle - "What's urgent isn't important and what's important isn't urgent" Being aware of this can help effectively prioritise more strategic activities. Next time someone says something is urgent - think: "is this important... really?" 2) The Pareto Principle (80/20 Rule): "80% of effects come from 20% of causes" For example, most of a company's spending is with a small group of suppliers. Procurement should focus on managing these key relationships for the most significant impact. 3) Parkinson's Law "Work expands to fill the time available for its completion" If we set six months for a tender process, it will take at least six months. Why not try six weeks or six days? Work backwards from the steps you absolutely must take. 4) Murphy's Law: "Anything that can go wrong, will go wrong" In Procurement the need for risk management, planning for contingencies, and having backup suppliers is vital. When negotiating, always think "What if...?" 5) Hofstadter's Law: "It always takes longer than you expect, even when you take into account Hofstadter's Law" With so many variables and external factors Procurement project planning is especially difficult. Allow time to do a thorough job, and then remember this Law... 6) Kanter's Law: "Everything can look like a failure in the middle" Procurement projects can start off well, but soon become difficult. Agree objectives and keep coming back to what you want to achieve. The right outcome is vital - the process is one of learning and growth. 7) Twyman's Law: "Any figure that looks interesting or different is usually wrong" Data outliers or surprising results should be treated with caution. If a supplier's price is significantly lower than others, it may indicate a misunderstanding of requirements, a mistake, or a riskier proposition. 8) Goodhart's Law: "When a measure becomes a target, it ceases to be a good measure" When cost savings become a sole focus, it can lead to behaviours that are detrimental in the long term. Don't compromise on quality, service, or supplier relationships to hit team targets. 9) Law of Diminishing Returns: "Benefits gained from something will represent a proportionally smaller gain as more energy is invested in it" In procurement, excessive focus on cost reduction or over-negotiation with a supplier might yield fewer benefits over time. Which is your favourite law and are there any you would add? #procurement #laws #procurementleaders

This would save your career! I had taken a leap from Project Manager to PMO Leader. Not long after, the PMO was disbanded. When I asked an executive why, the response was simple but revealing: “The value you and your team brought seems project specific and not crystal clear. The impact to the bottom line was not visible too so, It felt like a nice-to-have, not a must-have.” That experience taught me one of the most important lessons of my career. If any arm of business including PMOs cannot prove that it drives business value, it becomes the first thing cut when times get tough. Here are five signs your PMO may be at risk and how to fix them. 1. The Task Tracker Trap ↳ You are focused on reporting activities instead of outcomes. 🔁 Redefine success based on value realized, not tasks completed. 2. The Governance Overload ↳ You are perceived as bureaucratic rather than enabling. 🔁 Simplify processes and focus on helping leaders make faster and better decisions. 3. The Visibility Void ↳ Leaders do not see your impact until it is too late. 🔁 Communicate in the language of business and finance: return on investment, cost of delay, and value acceleration. 4. The Isolation Effect ↳ Your PMO operates separately from strategy discussions. 🔁 Position yourself at the strategy table early. Every project should connect directly to the organization’s strategic goals. 5. The Capability Gap ↳ The team stops learning once the dashboards are operational. 🔁 Continue to build business acumen, technical fluency, and data literacy across your PMO team. 🫵A PMO that simply executes projects can always be replaced. - A PMO that accelerates business value becomes indispensable. 💬 What is one thing your PMO does that truly drives business value? Found it useful? 1. 💬 Share your insights in the comments 2. 🔄 Repost to help your network 3. 🎙️ Follow 🎙️Fola F. Alabi for insights on Strategic Leadership and Project Value Delivery. Join 13K+ Strategic Leaders transforming how strategy becomes value ↓ 🔗 Link in comment below ——- What is a Project Management Office (PMO)? It is the arm of project management that provides governance, guidance, and structured support to project teams. The PMO role could vary depending on the organization. ——- #StrategicProjectLeader #ProjectManagementOffice #StrategyExecution #ValueCreation #BenefitsRealization #LeadershipDevelopment #pmo

There is a saying that "Success is simple, but isn’t easy because it demands execution, not intentions." Strategy sets intention, execution gets results. PMO aligns projects, people, and processes for success. Here's a blueprint for building or evolving your PMO. 🎯 𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗽𝘂𝗿𝗽𝗼𝘀𝗲 𝗼𝗳 𝘁𝗵𝗲 𝗣𝗠𝗢. What do you want the PMO to achieve? What are its goals and objectives? 🎯 𝗔𝘀𝘀𝗲𝘀𝘀 𝘁𝗵𝗲 𝗰𝘂𝗿𝗿𝗲𝗻𝘁 𝘀𝘁𝗮𝘁𝗲 𝗼𝗳 𝗽𝗿𝗼𝗷𝗲𝗰𝘁 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗶𝗻 𝘆𝗼𝘂𝗿 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻 What are the strengths and weaknesses of your current project management practices? 🎯 𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝘀𝗰𝗼𝗽𝗲 𝗼𝗳 𝘆𝗼𝘂𝗿 𝗣𝗠𝗢 What projects will the PMO be responsible for? What processes and procedures will it cover? 🎯𝗜𝗱𝗲𝗻𝘁𝗶𝗳𝘆 𝘁𝗵𝗲 𝘀𝘁𝗮𝗸𝗲𝗵𝗼𝗹𝗱𝗲𝗿𝘀. Who will be affected by the PMO? Who needs to be involved in its development and implementation? 🎯𝗗𝗲𝘃𝗲𝗹𝗼𝗽 𝗮 𝗣𝗠𝗢 𝗰𝗵𝗮𝗿𝘁𝗲𝗿. The PMO charter is a concise document that communicates the PMO's purpose, scope, and responsibilities to the organization. 🎯𝗖𝗵𝗼𝗼𝘀𝗲 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗣𝗠𝗢 𝘀𝘁𝗿𝘂𝗰𝘁𝘂𝗿𝗲. There is no one size fits all. The best structure for your organization will depend on its size, culture, needs and current PM Maturity. 🎯𝗥𝗲𝗰𝗿𝘂𝗶𝘁 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 The PMO team should be composed of experienced project managers, portfolio managers and other professionals with the skills and knowledge necessary to deliver results. 🎯𝗗𝗲𝗳𝗶𝗻𝗲 𝘁𝗵𝗲 𝗣𝗠𝗢'𝘀 𝗽𝗿𝗼𝗰𝗲𝘀𝘀𝗲𝘀 𝗮𝗻𝗱 𝗽𝗿𝗼𝗰𝗲𝗱𝘂𝗿𝗲𝘀. The processes and procedures are the skeleton of the PMO, but they need flesh and blood to make them work. The flesh and blood come from keeping them relevant and supportive. 🎯 𝗦𝗲𝗹𝗲𝗰𝘁 𝘁𝗵𝗲 𝗿𝗶𝗴𝗵𝘁 𝘁𝗼𝗼𝗹𝘀 𝗮𝗻𝗱 𝘁𝗲𝗰𝗵𝗻𝗼𝗹𝗼𝗴𝗶𝗲𝘀 The PMO should select tools and technologies that improve efficiency and effectiveness. 🎯 𝗔𝗹𝗶𝗴𝗻 𝘁𝗵𝗲 𝗣𝗠𝗢 𝘄𝗶𝘁𝗵 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗴𝗼𝗮𝗹𝘀. The PMO should ensure that its projects are strategically aligned and add value to the organization. 🎯 𝗘𝘅𝗲𝗰𝘂𝘁𝗲 𝘁𝗵𝗲 𝗣𝗠𝗢 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝘆. This involves implementing the PMO's charter, policies, and procedures. Ensure to communicate PMO plans and activities to stakeholders for buy-in. 🎯 𝗠𝗲𝗮𝘀𝘂𝗿𝗲 𝘁𝗵𝗲 𝗣𝗠𝗢'𝘀 𝘀𝘂𝗰𝗰𝗲𝘀𝘀. It is important to measure the PMO's success against its goals and objectives. This will help you to identify areas where the PMO can improve. 🎯 𝗖𝗼𝗻𝘁𝗶𝗻𝘂𝗼𝘂𝘀𝗹𝘆 𝗶𝗺𝗽𝗿𝗼𝘃𝗲 𝘁𝗵𝗲 𝗣𝗠𝗢. The PMO is a living organism, and it should be constantly evolving. Be open to feedback and make changes as needed. Have questions regarding implementation of PMO shoot them in comments. Need help executing the above steps let's chat. #projectmanagement #management #leadership #technology #humanresources #entrepreneurship

Defining the scope of an Information Security Management System (ISMS) is a critical step in its implementation. Referring to #ISO27001 The scope defines the boundaries within which the ISMS will be applied, including the types of data, systems, and processes that will be protected. 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝐭𝐡𝐞 𝐬𝐭𝐞𝐩𝐬 𝐭𝐨 𝐝𝐞𝐟𝐢𝐧𝐞 𝐭𝐡𝐞 𝐬𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐈𝐒𝐌𝐒: ✔️ 𝑰𝒅𝒆𝒏𝒕𝒊𝒇𝒚 𝒕𝒉𝒆 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏'𝒔 𝒐𝒃𝒋𝒆𝒄𝒕𝒊𝒗𝒆𝒔: Understand the purpose and goals of the ISMS. This includes the type of data to be protected, the systems involved, and the level of risk acceptable to the organization. ✔️ 𝑪𝒐𝒏𝒅𝒖𝒄𝒕 𝒂 𝒓𝒊𝒔𝒌 𝒂𝒔𝒔𝒆𝒔𝒔𝒎𝒆𝒏𝒕: Identify potential risks to the organization's assets, data, and systems. This includes both internal and external threats. ✔️ 𝑫𝒆𝒕𝒆𝒓𝒎𝒊𝒏𝒆 𝒕𝒉𝒆 𝒄𝒓𝒊𝒕𝒊𝒄𝒂𝒍 𝒂𝒔𝒔𝒆𝒕𝒔: Determine which assets are critical to the organization and require protection. This may include sensitive data, systems, networks, and physical assets. ✔️ 𝑬𝒔𝒕𝒂𝒃𝒍𝒊𝒔𝒉 𝒃𝒐𝒖𝒏𝒅��𝒓𝒊𝒆𝒔: Based on the risk assessment and asset identification, establish boundaries for the ISMS. This includes deciding what data, systems, and processes will be included or excluded from the scope. ✔️ 𝑪𝒐𝒏𝒔𝒖𝒍𝒕 𝒔𝒕𝒂𝒌𝒆𝒉𝒐𝒍𝒅𝒆𝒓𝒔: Consult with relevant stakeholders, including employees, customers, and suppliers, to ensure that the scope is acceptable to all parties involved. ✔️ 𝑫𝒐𝒄𝒖𝒎𝒆𝒏𝒕 𝒕𝒉𝒆 𝒔𝒄𝒐𝒑𝒆: Document the scope of the ISMS in a clear and concise manner. This should include details on what is included and excluded from the scope. ➡️ Some key considerations when defining the scope of an ISMS include: 𝑫𝒂𝒕𝒂 𝒄𝒍𝒂𝒔𝒔𝒊𝒇𝒊𝒄𝒂𝒕𝒊𝒐𝒏: Classify data into categories based on sensitivity and risk. Only protect sensitive data that is critical to the organization's operations. 𝑺𝒚𝒔𝒕𝒆𝒎 𝒃𝒐𝒖𝒏𝒅𝒂𝒓𝒊𝒆𝒔: Define which systems will be protected, including hardware, software, and network devices. (The boundaries may be extended if identified data resides on systems not initially identified as part of the scope) 𝑷𝒓𝒐𝒄𝒆𝒔𝒔 𝒃𝒐𝒖𝒏𝒅𝒂𝒓𝒊𝒆𝒔: Define which processes will be protected, including those related to data handling, storage, and transmission. 𝑻𝒉𝒊𝒓𝒅-𝒑𝒂𝒓𝒕𝒚 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑𝒔: Establish clear expectations with third-party providers, suppliers, and contractors regarding the protection of sensitive data and systems. (This will help qualify vendors and providers along the way) By following these steps and considering these key aspects, organizations can define a scope for their ISMS that is effective, efficient, and aligns with their overall business objectives. #cybersecurity #ISMS #ISO27001 #governance #compliance

Great procurement isn't about price; it's about partnership and purpose. Too often, procurement is misunderstood as simply the act of negotiating the lowest cost. But the organizations that thrive understand a deeper truth: procurement is a driver of resilience, trust, and long-term value. -- When procurement focuses only on price, relationships remain transactional. -- When procurement focuses on partnership, it builds collaboration, transparency, and innovation. -- When procurement aligns with purpose, it ensures sustainable sourcing, ethical practices, and shared growth. I have seen suppliers transform from vendors into strategic allies when trust and shared purpose were placed at the center of the relationship. The results? -- Reduced risks -- Greater innovation -- More sustainable outcomes -- Stronger resilience during disruptions Procurement leaders must therefore ask themselves: -- Are we negotiating for short-term savings, or are we investing in long-term partnerships? -- Are we treating suppliers as replaceable, or as critical contributors to our success? Because at the end of the day, procurement is not just about contracts and costs. It is about enabling organizations to achieve their vision with integrity, collaboration, and shared value. Price may win the deal. Partnership and purpose build the future. LinkedIn Linkedin News #Procurement #SustainableProcurement #Leadership #SupplierManagement #BusinessExcellence

Project Management Cheat Sheet 1. Key Phases of a Project 1.1. Initiation: Define the project scope, goals, and objectives. Identify stakeholders. Develop a business case or project charter. 1.2. Planning: Create a project plan (scope, timeline, budget, resources). Develop a Work Breakdown Structure (WBS). Identify risks and plan mitigation strategies. 1.3. Execution: Assign tasks to team members. Monitor progress and ensure quality deliverables. Manage stakeholder communication. 1.4. Monitoring & Controlling: Track project performance against KPIs (e.g., cost, time, scope). Manage risks and implement changes. Conduct regular status updates and reviews. 1.5. Closure: Deliver the final product or service. Obtain client or stakeholder sign-off. 2. Common Project Management Methodologies Waterfall: Sequential approach (ideal for predictable projects). Agile: Iterative and flexible (ideal for dynamic projects). Scrum: Framework under Agile with sprints. Kanban: Visual task management using boards. PRINCE2: Process-driven framework focused on control. 3. Essential Documents and Tools 3.1. Documents: Project Charter Project Plan Risk Register Gantt Chart Issue Log Stakeholder Register 3.2. Tools: Task Management: Trello, Asana, Jira Timeline Planning: Microsoft Project, Smartsheet Communication: Slack, Microsoft Teams Collaboration: Google Workspace, Miro 4. Project Management Metrics (KPIs) Schedule Performance Index (SPI): Actual progress vs. planned progress. Cost Performance Index (CPI): Earned value vs. actual costs. Burn Rate: Rate of spending project budget. Milestone Completion: Percentage of milestones completed on time. Customer Satisfaction: Stakeholder or client feedback. 5. Risk Management Process Identify risks (brainstorming, checklists). Assess risks (impact and probability). Plan risk responses (mitigate, transfer, accept, avoid). Monitor and control risks throughout the project. 6. Tips for Effective Project Management Define Clear Objectives: Ensure everyone understands the goals. Communicate Often: Keep stakeholders updated. Prioritize Tasks: Focus on high-value activities. Stay Flexible: Be ready to adapt to changes. Document Everything: Maintain proper records for accountability. Use Technology: Leverage tools to streamline workflows. Evaluate Performance: Regularly review team and project performance. 7. Common Challenges and Solutions 7.1. Scope Creep: Solution: Define scope clearly and use a change management process. 7.2. Poor Communication: Solution: Establish clear communication channels and regular updates. 7.3. Budget Overruns: Solution: Monitor spending closely and manage risks proactively. 7.4. Missed Deadlines: Solution: Use detailed planning and track progress frequently. 7.5. Resource Allocation Issues: Solution: Use resource management tools and prioritize tasks. Keep this cheat sheet handy to ensure you stay on top of your project management responsibilities and deliver successful outcomes!

I used to think PMO leadership was just about managing delivery. Boy, was I wrong. In my first PMO role, I pushed hard. We hit every milestone. But the engagement was off. Teams looked drained. Stakeholders felt distant. Done, but not aligned. That’s when it hit me: A PMO that drives work isn’t a partner. It’s just a function pushing tasks. Real leadership is built on something deeper: ✅ Clarity that helps people make decisions ✅ Capability that helps teams move faster ✅ Service that makes the work easier for everyone else So I changed how I showed up. I started listening more. Paying attention to what actually helped them. And still getting what I needed to keep the work on track. The outcome? More alignment More ownership More momentum And yes, better delivery. We weren’t just managing work. We were enabling it. Look... You can enforce structure. But you can’t enforce trust. That part is earned. By how you show up. Strong PMOs are built on relationships, not just results. What’s your #1 principle for building real trust across teams? ♻️ 𝗜𝗳 𝘁𝗵𝗶𝘀 𝗵𝗶𝘁 𝗵𝗼𝗺𝗲, 𝗿𝗲𝗽𝗼𝘀𝘁 𝗶𝘁. 🌿 𝗙𝗼𝗹𝗹𝗼𝘄 @christinedevol for more on human-centered leadership and project management that delivers. 🌳 𝗥𝗲𝗮𝗱𝘆 𝘁𝗼 𝗯𝗲𝗴𝗶𝗻 𝗰𝗼𝗮𝗰𝗵𝗶𝗻𝗴? https://lnkd.in/eW_C9PX9

💡🤷🏽My Procurement Roadmap – Lessons from the Trenches After 25 years in Procurement and Supply Chain, spanning multiple industries and geographies, I’ve been fortunate to work with outstanding people and seize opportunities that shaped both my career and leadership approach. Along the way, I’ve gathered lessons - some strategic, some practical, that continue to guide me today. Here's what I've learned by being in the trenches: Strategic lessons: 1️⃣ Relationships are as important as contracts. 2️⃣ Procurement is a strategic enabler, not just a transactional function. 3️⃣ Change is constant - adaptability is resilience. 4️⃣ Data drives decisions, but people deliver outcomes. 5️⃣ Integrity is non-negotiable. Practical lessons: 1️⃣ Keep it clear - avoid jargon with stakeholders. 2️⃣ 15% of requirements are unique, 85% are routine. 3️⃣ Spend data is your foundation. 4️⃣ Compliance safeguards both you and the business. 5️⃣ Own it end-to-end - accountability matters. 6️⃣ Sit with your stakeholders - decisions move faster. 7️⃣ See what you’re buying - context matters. 8️⃣ Reporting lines are secondary - flex your style. 9️⃣ Beware of “PowerPoint consultants.” 🔟 Procurement isn’t hard - people make it hard. At its core, procurement is about creating clarity, simplifying complexity, and driving tangible outcomes. Simplicity and accountability always win. 👉 I’d love to hear from you, what are the biggest lessons you’ve learned in your procurement career? ⭐️Scars, Lessons, and Triumphs - SLT⭐️