20/08/2026
Something isn’t adding up in the PMO profession.
74% of my recent poll said PMO expertise comes from PMO experience + continuous learning, not from being a “bit of everything” or simply holding a title.
At the same time, more PMOs are sitting at senior and executive levels.
Yet demonstrating value remains one of our biggest challenges.
Businesses still ask, “Why do we need a PMO?”
And many PMOs are still communicating in project language rather than business value language.
So what are we missing?
If we have the experience, the learning and the seat at the table, why are businesses still questioning the value of their PMO or even unclear about its role?
I’m heading to Brisbane to chair an invitation-only PMO Executive Roundtable to challenge exactly that.
Before we define what a PMO does, we need to define what the PMO should be within the organisation.
We’ll start with the foundations: organisational positioning, PMO structure the first two important layers of the PMO Value Ring.
Because value needs to be defined before it can be demonstrated.
I’m chairing the roundtable on behalf of PMOGA Asia Pacific Hub, in collaboration with PMI Queensland , with the support and sponsorship of u&u. Recruitment Partners and PMO Solutions. huge thanks to Greg Scharf and Roosevelt Dias for all the support.
And the conversation won’t finish in the room. We’ll take the insights further through our upcoming PMOs on the Hot Seat webinar series.
If this is a conversation you care about, follow PMOGA Asia Pacific Hub and participate in discussion groups from https://lnkd.in/enfmchPf
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