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It is an unfortunate trait that bureaucrats often prioritize routine over results. —Walter Bagehot
A common topic among several customers is the role of Project Management Offices (PMOs) in agile organizations. Typically, the question revolves around the PMO’s relevance in an agile landscape, often accompanied by a sense of frustration for change without clarity on how to achieve it. After 25 years of establishing and engaging with PMOs, I firmly believe we need a more intentional approach to defining and shaping their role in contemporary organizations. This is especially crucial as accountability and autonomy extend deeper into organizational structures, with success being measured by value delivered rather than merely completed project activities. I share this perspective not only as a former application development leader but also as someone who has navigated the traditional career path of project and program management, obtaining conventional certifications related to these roles. While educational, many of these certifications have perpetuated a process-over-outcome mindset.
When I interview candidates for PMO positions, I ask how they perceive their role in directly facilitating value creation. This inquiry stems from witnessing many capable individuals become obstacles to delivery teams, or junior project managers attempting to impose control over plans they do not fully grasp. The PMO’s continuous demands for time sheets, the implementation of complex processes, extensive status reports, and Gantt chart task checklists often occur alongside a lack of understanding or accountability for the initiatives they oversee. As mentioned in my previous blog post about messiness, this illusion of control obscures the realities of intricate projects. While empirical evidence is sporadic, it generally reflects a prevailing perception that PMOs are viewed as bureaucratic hindrances rather than organizational enablers.
However, it doesn’t have to be this way. I have identified five effective patterns for PMOs, along with corresponding anti-patterns that hinder their progress.
From Enforcers to Enablers
If you believe that autonomous teams will become the norm, how can you reconcile this autonomy with the PMO’s mission to standardize procedures, processes, and tools? One solution is for a small PMO to assume the role of a center of excellence. In this capacity, the PMO emphasizes facilitation—enabling standards, tools, communities of practice, and lessons learned. I have frequently been asked whether a PMO should enforce a uniform approach to agile methodologies within teams. My response: Not necessarily. It is beneficial for everyone, including CEOs, to be knowledgeable about agile terminology, but enforcing a specific variant of agile risks diminishing team autonomy and accountability. Standards are valuable only if they genuinely enhance the teams’ ability to deliver outcomes while considering their feedback.
From Spectators to Supporters
Not all projects will be replaced by product teams. In many instances, PMOs seem to lack accountability for successful outcomes. Often, due to their limited technological understanding, they struggle to ask insightful questions that can determine a project’s health. This leads to “watermelon” status reports, where projects appear green on the surface but are red internally. What I have observed to be highly effective is when a seasoned PMO member immerses themselves in an initiative and takes responsibility for the outcome. These individuals work diligently to earn the respect of delivery teams, who in turn appreciate the discipline they bring to the table.
Interestingly, Amazon operates without a PMO, primarily due to its autonomous teams that have minimal interdependencies. However, complex multi-team initiatives still require coordination. Amazon addresses this by appointing a single-threaded leader whose sole focus is driving successful outcomes. These leaders are experienced, empowered, and emotionally intelligent, resembling the PMO members I described.
From Check-box Checkers to Coaches
I’ve been involved in numerous discussions where the focus is solely on whether a specific Gantt task has been completed. The person asking often has little insight into the relevance of that task or its criticality. This approach is not conducive to achieving effective outcomes. Instead, experienced PMO members adopt a coaching role for product and project teams. Similar to the principles of servant leadership in modern organizations, the PMO can leverage its experience by asking insightful questions and providing gentle coaching to enhance team skills. This is particularly significant as many project managers transition into product management roles, and non-technologists increasingly become integral parts of product teams.
From Work Generators to Waste Warriors
It is surprisingly easy to overlook the effectiveness of established workflows. A method can easily shift from being useful to becoming a hindrance. Governance meetings, for instance, may continue long after their original purpose has faded, simply because “that’s how we’ve always done it.” A small PMO, initially created for a specific goal, can inadvertently grow in size and influence, sometimes overshadowing the teams tasked with delivering initiatives.
In contrast, a PMO can serve as a steward of time, our most precious resource. By actively reviewing working practices and applying Lean principles, they can uncover inefficiencies that delay time-to-market. The challenge lies in preventing the PMO from becoming the “process police” while fostering a culture of experimentation and balancing effectiveness with efficiency. Consequently, the PMO can develop improved practices that facilitate operations without insisting on a singular best practice.
From Functional Monitors to Business Transformation Agents
Over the past three decades, PMOs have established themselves within IT departments to enhance project delivery outcomes. The evidence is mixed and does not universally support a celebration of success. Complex cross-functional projects require careful coordination, particularly in traditionally structured organizations, but having an IT-centric PMO does not guarantee success. For example, many projects falter due to insufficient business sponsorship, an area that an IT-focused PMO is often unable to influence.
Successful transformations typically involve a Business Transformation Office (BTO) that operates across all functions with the CEO’s backing. An effective BTO actively facilitates project unblocking through regular, action-oriented meetings. These meetings can address basic needs, such as effective executive sponsorship or alignment on success metrics, and ensure that business functions outside of technology prioritize change management over merely drafting the next set of functional requirements. I do not advocate for simply relocating existing PMOs to the BTO; rather, it is crucial to reposition the essential elements needed for complex initiatives. This can lead to a more fulfilling role for PMO members, enabling them to drive significant business outcomes.
For further insights on the role of Project Management Offices, you can explore more about what a CPA does at Career Contessa. Additionally, for guidance on employee assistance programs, refer to SHRM. Lastly, to learn more about safety and training at Amazon fulfillment centers, this resource is excellent.