Building Project Management Offices

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.

I don't class conflict as a "waste" because not all conflict is bad...but unresolved conflict can be VERY wasteful in organizational improvement efforts. As a Lean and Leadership Coach, I have worked with companies to develop systems and skills to reduce harmful conflict, in order to make continuous improvement a reality. People ask me - how do you know there's conflict in the first place? Do we have to assess it in some way? Short answer yes. The problem has to be visible. My own approach is to ask questions that help me understand it through my 1:1 interviews as part of my Discovery phase. Here's what I (and many studies) see as the 5 of the main causes of workplace conflict...and how to resolve them 👇 👉 Communication Conflict: Studies have found that 39% of workplace conflicts arise from communication differences. I coached 'Joan' who told me that she and her direct report ('Jim') only interact when there's a problem. They both want the same results, but they don't spend time together proactively figuring out how to get them. Resolve it through: ✔️ Holding regular 1:1 and team check-ins ✔️ Reviewing communication and information flow as part of process improvement efforts ✔️ Improving meeting management 👉 Values Conflict: Research indicates that 18% of conflicts are due to clashing values. I see it in teams all the time- 'Mark' valued speed and 'Greg' valued precision. It turned into personal conflict as they were both too set on their own values, to try and understand where the other is coming from. Resolve it through: ✔️ Focusing on shared goals and common ground. ✔️ Respecting different viewpoints ✔️ Investing in people and leader development, to develop these skills in everyone. 👉 Resource Conflict: Studies found that 33% of workplace conflicts are due to too much work without enough support or a clash over differing cross- departmental priorities. A simple example- the Sales team rush orders to hit targets but Operations burns out trying to deliver. Resolve it through: ✔️ Being fair and transparent about resources. ✔️ Prioritizing tasks when resources are limited. ✔️ Working together to find creative solutions. 👉 Personality Conflict: One study found that a whopping 49% of workplace conflicts are attributed to clashes between personalities or egos. This comes down to how people behave, how they judge others and their level of EQ. Resolve it through: ✔️ Learning about different work styles. ✔️ Investing in personal development ✔️ Investing in team EQ development and team bonding 👉 Role Conflict: Unclear roles and responsibilities can cause confusion and disputes. Approximately 22% of workplace conflicts is said to stem from unclear roles. Resolve it through: ✔️ Clearly defining roles and responsibilities. ✔️ Reviewing job duties regularly and using them in 1:1's. ✔️ Discussing and fix any role overlaps. How should we be dealing with conflict in our organizations? Leave your thoughts below 🙏

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

Most Projects Fail to Deliver Full Value… Because Stakeholder Management Is an Afterthought. ~ Conflicting priorities stall critical decisions. ~ Misaligned expectations derail project timelines. ~ Key sponsors disengage, leaving teams without support. And yet, when these challenges arise, most teams focus on “more updates” or “more stakeholder meetings.” But the real issue isn’t the frequency of communication – It’s ineffective stakeholder management. Here’s what I consistently see in projects: → Too Many Decision-Makers – Multiple stakeholders with conflicting goals slow down consensus and project momentum. → Competing Priorities – What’s urgent for one stakeholder may be irrelevant for another, creating constant friction. → Limited Resources – Tight budgets and stretched teams make balancing stakeholder demands increasingly difficult. These challenges lead to delays, frustration, and loss of stakeholder trust. What’s the solution? A structured and strategic stakeholder management approach, not just ad hoc engagement. Here’s how I help organisations elevate their stakeholder management: 1. Clarify Expectations Early → Align all stakeholders on shared goals, roles, and success metrics upfront. 2. Strategic Stakeholder Mapping → Using tools like the Power-Interest Matrix to categorise stakeholders and tailor engagement accordingly. 3. Targeted Communication Strategies → Communicating the right information, to the right people, at the right time. 4. Action-Oriented Engagement Plans → Prioritising critical stakeholders and focusing efforts where they create the most impact. When organisations manage stakeholders effectively, the outcomes speak for themselves: → Faster decision-making: Streamlined discussions and fewer bottlenecks.  → Stronger stakeholder alignment: Reduced conflicts and enhanced project cohesion.  → Higher project success rates: Deliverables that meet or exceed expectations.  → Improved stakeholder relationships: Greater trust and long-term collaboration. Stakeholder management isn’t a soft skill – it’s a business-critical strategy. Are competing priorities slowing your projects down? Let’s address it. Drop me a message and let’s explore how structured stakeholder engagement can drive project success and stakeholder buy-in. —- 📌 Want to become the best LEADERSHIP version of yourself in the next 30 days? 🧑💻Book 1:1 Growth Strategy call with me: https://lnkd.in/gVjPzbcU #Leadership #Strategy #Projects #Success #Growth

“Just brush it under the carpet!” Do that, and you’ll see your organisation turn into an Ekta Kapoor TV serial, where everyone gossips about each other behind their back! Avoiding conflict might feel peaceful in the moment, but make no mistake... it builds frustration and creates invisible walls within the team, and that leads to gossip, groupism, politics, and at the end of it all, the business suffers. The right way to deal with conflict is to address it and have a mature conversation. Here’s how you do that: Step 1: Root Cause Analysis Dig deeper. Understand the situation. Ask each person why they feel the conflict started. The best way to do this is to use the ‘5 Whys’ technique. Ask “Why?” five times. Example: A & B are arguing over who’s at fault for a delayed project. Ask: 1) Why do you think the project got delayed? → B didn’t send the file on time. 2) Why didn’t B send the file on time? → The client delayed the project update. 3) Why was the update delayed? → Because C delayed the MVP delivery to the client. 4) Why did C delay it? → Because the timeline wasn’t documented, so everything was in the air. By the 4th “Why,” you realise: A & B are fighting over blame, but the real issue is the lack of a formal documentation process like CRM updates or email records. Step 2: Have a 1-on-1 Conversation Talk to each person privately. Just listen, without judgement. Listen not to respond, but to understand. This helps defuse emotions before the joint discussion. Step 3: Act as a Mediator Don’t be a ringmaster - be a mediator. Bring all parties together and facilitate the conversation. Don’t lecture or dictate. Focus on finding the solution, not figuring out who’s right. Step 4: Win-Win Solution Encourage them to find a resolution where all parties win, by solving the real problem together. Step 5: Action Steps & Follow-Up Close the conversation with clear next steps on the process and workflow going forward. Follow up after a few weeks to check if the solution is working. Share this with your network and help a business owner resolve team conflicts the right way.

Portfolio Management and Strategic Alignment (Evaluating organizational strategic goals and objectives) Introduction Portfolio management is a crucial aspect of any organization, ensuring that all projects and initiatives align with the overall strategic goals and objectives. Evaluating Strategic Goals and Objectives To ensure that projects align with strategic goals, organizations must first thoroughly understand these goals. This understanding can be achieved through various information-gathering techniques, such as document reviews and interviews. 1. Document Reviews: This involves examining existing documents, such as strategic plans, annual reports, and business plans. These documents provide valuable insights into the organization's priorities and long-term goals. For instance, a strategic plan might outline the company's goal to expand into new markets, which would guide the selection of projects that support this expansion. 2. Interviews: Conducting interviews with key stakeholders, such as executives, managers, and employees, helps gather firsthand information about the organization's strategic priorities. These interviews can reveal insights that are not documented but are crucial for understanding the organization's direction. For example, an interview with a marketing manager might highlight the importance of digital transformation in achieving the company's strategic goals. Information Gathering Techniques In addition to document reviews and interviews, other information-gathering techniques can be employed to understand strategic priorities: 1. Surveys and Questionnaires: These tools can be used to collect data from a larger group of stakeholders. Surveys can provide quantitative data on stakeholder opinions and priorities, while questionnaires can gather more detailed qualitative information. 2. Workshops and Focus Groups: These interactive sessions allow stakeholders to discuss and prioritize strategic goals collectively. Workshops can facilitate brainstorming and idea generation, while focus groups can provide in-depth insights into specific areas of interest. 3. SWOT Analysis: Conducting a SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis helps identify internal and external factors that can impact the organization's strategic goals. This analysis provides a comprehensive view of the organization's current position and future potential. Strategic alignment in portfolio management is essential for ensuring that all projects and initiatives contribute to the organization's long-term success. By evaluating strategic goals and objectives through document reviews, interviews, and other information-gathering techniques, organizations can prioritize projects that support their strategic priorities. This alignment helps organizations achieve their goals more effectively and efficiently, ultimately leading to sustained growth and success.

🎥 New Video Alert: Deep Dive into Risk Management! 🎥 Hey everyone! 👋 I’ve just released a special video on Risk Management, and it’s quite different from my usual content! Initially, this was a small group discussion that wasn’t intended for public release. But after reviewing it, I realized the insights were too valuable not to share. So, I’ve edited out the participant references and made it available to all of you! 😊 Here’s what you’ll learn in this in-depth session: 🔹 What is Risk? 🤔 We begin by defining risk and discussing how uncertainty impacts projects. Learn how risk management helps ensure project success. 💡 🔹 Risk Management Strategy 📊 Discover how to build a solid strategy, including understanding your organization’s risk appetite and thresholds. 🔹 Risk Management Plan 📑 We don’t just stop at theory! In this video, you’ll see how to create a practical Risk Management Plan with templates like the risk register, ensuring you can effectively manage risks in real-world projects. 🔹 Identifying Risks 🕵️♂️ Get a step-by-step guide to identifying risks in your projects, using real-life examples and discussing how to document them properly. 🔹 Qualitative & Quantitative Risk Assessment ⚖️ Learn how to prioritize risks through both qualitative (subjective) and quantitative (data-driven) approaches to assess their probability and impact. 🔹 Risk Response Planning 🎯 Finally, understand how to create a comprehensive risk response plan, including strategies for mitigation, avoidance, transfer, and acceptance. This video is intentionally slower-paced and interactive, designed to help you grasp each concept thoroughly. If you prefer a more detailed approach to learning risk management, this one’s for you! 😄 👉 Watch the full video here: https://lnkd.in/gc5s8qSx 💬 Let me know your thoughts and feel free to share your experiences managing risks in your own projects! I’d love to hear your feedback! 😊 #RiskManagement #ProjectManagement #PMP #RiskStrategy #RiskAssessment #Mitigation #PMPiZenBridge #PMPCertification #PMPExam

Everyone says PMOs should be lean. I say: most PMOs are too lean to function. They’re flat, fragile, and frustrating. No structure. No clarity. Just chaos in disguise. I’ve worked with PMOs of all shapes and sizes. Here’s what I see far too often: - A single PMO lead juggling strategy, planning, reporting, and governance - No separation between delivery support and portfolio oversight - Everyone’s a firefighter, no one’s a planner - Tools are underused. Templates sit untouched. Progress reports are late—or skipped And the worst part? Executives don’t see the value. Because value delivery needs structure—not just effort. Whether you’re a team of 2 or 20, the best structure divides ownership across three clear layers: 1. Strategic Layer - Focus: Aligning projects to business goals - Roles: PMO Director, Portfolio Manager Why it matters: This layer ensures your PMO isn’t just delivering—it’s delivering what matters. 2. Tactical Layer - Focus: Converting strategy into coordinated execution - Roles: Program Manager, PMO Analyst Why it matters: This is your engine room. It keeps work prioritized, resourced, and on track. 3. ️ Operational Layer - Focus: Enabling tools, processes, and reporting -Roles: PMO Coordinator, PPM Admin, Reporting Lead Why it matters: They keep the lights on, the data flowing, and the dashboards credible. This structure isn’t just for big teams. Even if you’re small, the layers still apply—just with shared roles and part-time hats. Here’s how to apply the three-layer model—even if you’re a 3-person team: 1. Sketch your PMO tasks across the Strategic, Tactical, and Operational layers 2. Assign owners—even if someone wears two hats 3. Communicate the model to sponsors and project teams 4. Use it to identify gaps—so you can build a stronger business case for support It’s not about job titles. It’s about visibility, focus, and balance. Why This Matters Without structure: - Governance dies - Prioritization drifts - You become the admin desk instead of the value driver But with structure: - Your PMO is seen - Your PMO is trusted - Your PMO delivers If your PMO feels chaotic, the solution might not be more people. It might be better structure. 🔁 Follow me for more practical PMO frameworks. And if this sparked an idea, repost it so more PMOs stop flying blind. #PMO #ProjectManagement #JBFConsulting