The PMO as a partner for innovation and change

lorenaflorian0
Sep 29
2 min read

Updated: 7 days ago

Today, Project Management Offices (PMOs) are no longer regarded merely as entities for oversight and monitoring. Increasingly, organisations recognise that a PMO can serve as a genuine strategic partner for innovation and change. The traditional view of a PMO as the 'project police', concerned only with reporting progress and keeping an eye on schedules and budgets, is giving way to a more dynamic role aligned with the need for sustainable growth and adaptability.

A modern PMO does more than administer projects; it builds organisational capability, fosters collaboration, and plays an active role in change management. This broader approach enables teams to adopt new methodologies, leverage digital tools, and develop more inclusive models of learning.

By integrating as a partner to the business, the PMO generates tangible value: driving innovation in processes, improving communication, and ensuring that project outcomes translate into measurable benefits for the organisation (Aubry, Hobbs & Thuillier, 2017).

A clear example of this transformation can be found in the case of the Transport for London (TfL) PMO. Research has shown that this PMO went well beyond traditional control functions. It became involved in the early stages of project lifecycles to identify opportunities for innovation, facilitate the flow of ideas among stakeholders, and support justified improvements even during advanced phases.

In essence, the TfL PMO evolved into a facilitator of innovation within London’s major transport projects, ensuring that initiatives were not only delivered but also contributed lasting value to the city (Sergeeva & Sultan, 2020).

Experiences such as this demonstrate that when a PMO truly integrates into business strategy, it can bridge skills gaps, reduce resistance to change, and accelerate the implementation of new initiatives. Tools such as Power BI, artificial intelligence, and predictive analytics are reinforcing this shift, equipping PMOs to anticipate risks, enable data-driven decisions, and promote a more proactive approach to project management.

Ultimately, the success of a PMO is no longer measured solely in terms of time and cost performance, but in its ability to enable innovation, support change management, and secure sustainable impact. Becoming a partner in innovation and change means moving beyond control to act as a true driver of organisational transformation.

References

Aubry, M., Hobbs, B., & Thuillier, D. (2017). The contribution of project management offices (PMOs) to organisational performance: A maturity model. International Journal of Project Management, 35(2), 160-173.
Sergeeva, N., & Sultan, E. (2020). The role of the project management office (PMO) in stimulating innovation in projects. International Journal of Project Management, 38(8), 514–524.