PMO Notable Quoteables

Last week’s PMO Flashmob was back to a social evening in Central London near St Paul’s. We always have some little networking gimmick just to help new people connect with returning PMO Flashmobbers. It also helps the initial conversations and hopefully gets people thinking.

This time it was PMO Notable Quoteables which was a selection of quotes, each one about PMO in some way. Each little group of 2, 3 or 4 people, just picked one, read the quote and then had a discussion about it.

PMO quotes
The interesting thing about PMO Flashmob is these little gimmicks only tend to last half an hour – if that – because they don’t really need a prop to get them thinking and talking about PMO with their peers.

Here’s the full list of quotes we used on the night. Why not try using them within your PMO team?:

“The strategic PMO has taken on responsibilities once reserved for the C-level or set aside for the HR department.”

From The Enterprise PMO as a Strategy Execution Office (whitepaper)

“An organisational body or entity assigned various responsibilities related to the centralised and coordinated management of those projects under its domain. The responsibilities of the PMO can range from providing project management support functions to being responsible for the direct management of a project”

From PMI Body of Knowledge

“However, many programme and project managers question the real benefits delivered by these support offices and consider them an overhead expense that adds little value to project and programme delivery or even an unnecessary bureaucracy that gets in the way. Some view them as a mere “weather station” collating and disseminating information about projects.”

From The International Centre for Programme Management (2009)

“People responsible for establishing or managing a PMO have a great variety of options to choose from with respect to both the organizational structures to put in place and the functions to include within the mandate of the PMO. In addition, executives ask for value from these structures and PMO managers are often hard pressed to show value for money.”

From “Project Management Offices in Transition” (2010)

“The PMO can be the battle ground between empowerments and control, between people and processes, and between political factions”

From “Towards a conceptualisation of PMOs as agents and subjects of change and renewal” (2008)


“So, before you give or take the advice that you should “sell” the PMO, at least recognize that this (selling to the C-level) is a task for which you have minimal to no professional sales skills and experience..!”

From “The Business Driven PMO Workshop (2011)


“It is so easy to think that you are mitigating people and process risk by buying a shiny tool. So easy…”

From PMOSIG (2011)


“The PMO can create unnecessary stresses and distractions on projects through a self-created view of timeliness”

From Project magazine “Endurance Test” 2010


“Look forward to the day when there is no longer a need for a Project Office. PMOs are either staffed by indecisive bureaucrats or divert key resources from running projects”

From Project magazine “Endurance Test” 2010


“The PMO is the visible, measurable and above all improvable manifestation of a company’s project environment”

From Project magazine “Endurance Test” 2010

“They can be over-obsessive about corporate reporting processes, following the process for the sake of the process, and confuse accountability with the reporting of project progress.”

From Project magazine “Endurance Test” 2010

“After all, the Pulse of the Profession Report shows that PMOs have “a lack of expertise, senior support and no return on investment”.

From the PMO Flashmob debate on PMOs are in Decline (2014)


“It is feasible, it is possible to reinvent the concept of PMO because let’s face it, if our senior executives fail to understand why it is there and what it does, it doesn’t bode well for the future.”

From the PMO Flashmob debate on PMOs are in Decline (2014)


“Part of the problem of PMO decline is the difficulty in clear definition, objectives and its implementation. Another is the lack of clear roles and responsibilities, skills capability required and training available to the people who work within a PMO.”

From the PMO Flashmob debate on PMOs are in Decline (2014)


“A PMO helps break down silos and departmental boundaries.”

From PMI, “Do You Need a PMO?” (2013)


PMO Flashmob

About Lindsay Scott

Lindsay is the founder of PMO Flashmob and a Director at PMO Learning - the sister company to PMO Flashmob and the best training company for PMO people in the world! She's also the creator of London's first dedicated PMO Conference; Director of Arras People and PMO enthusiast. Loves dogs and gin.

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