PMO Functionality In Organizations

9 laws of Procurement: These are 9 of my favourite laws and principles, and how they can be applied to Procurement. 1) The Eisenhower Principle: The Urgent/Important Principle - "What's urgent isn't important and what's important isn't urgent" Being aware of this can help effectively prioritise more strategic activities. Next time someone says something is urgent - think: "is this important... really?" 2) The Pareto Principle (80/20 Rule): "80% of effects come from 20% of causes" For example, most of a company's spending is with a small group of suppliers. Procurement should focus on managing these key relationships for the most significant impact. 3) Parkinson's Law "Work expands to fill the time available for its completion" If we set six months for a tender process, it will take at least six months. Why not try six weeks or six days? Work backwards from the steps you absolutely must take. 4) Murphy's Law: "Anything that can go wrong, will go wrong" In Procurement the need for risk management, planning for contingencies, and having backup suppliers is vital. When negotiating, always think "What if...?" 5) Hofstadter's Law: "It always takes longer than you expect, even when you take into account Hofstadter's Law" With so many variables and external factors Procurement project planning is especially difficult. Allow time to do a thorough job, and then remember this Law... 6) Kanter's Law: "Everything can look like a failure in the middle" Procurement projects can start off well, but soon become difficult. Agree objectives and keep coming back to what you want to achieve. The right outcome is vital - the process is one of learning and growth. 7) Twyman's Law: "Any figure that looks interesting or different is usually wrong" Data outliers or surprising results should be treated with caution. If a supplier's price is significantly lower than others, it may indicate a misunderstanding of requirements, a mistake, or a riskier proposition. 8) Goodhart's Law: "When a measure becomes a target, it ceases to be a good measure" When cost savings become a sole focus, it can lead to behaviours that are detrimental in the long term. Don't compromise on quality, service, or supplier relationships to hit team targets. 9) Law of Diminishing Returns: "Benefits gained from something will represent a proportionally smaller gain as more energy is invested in it" In procurement, excessive focus on cost reduction or over-negotiation with a supplier might yield fewer benefits over time. Which is your favourite law and are there any you would add? #procurement #laws #procurementleaders

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.

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

Great procurement isn't about price; it's about partnership and purpose. Too often, procurement is misunderstood as simply the act of negotiating the lowest cost. But the organizations that thrive understand a deeper truth: procurement is a driver of resilience, trust, and long-term value. -- When procurement focuses only on price, relationships remain transactional. -- When procurement focuses on partnership, it builds collaboration, transparency, and innovation. -- When procurement aligns with purpose, it ensures sustainable sourcing, ethical practices, and shared growth. I have seen suppliers transform from vendors into strategic allies when trust and shared purpose were placed at the center of the relationship. The results? -- Reduced risks -- Greater innovation -- More sustainable outcomes -- Stronger resilience during disruptions Procurement leaders must therefore ask themselves: -- Are we negotiating for short-term savings, or are we investing in long-term partnerships? -- Are we treating suppliers as replaceable, or as critical contributors to our success? Because at the end of the day, procurement is not just about contracts and costs. It is about enabling organizations to achieve their vision with integrity, collaboration, and shared value. Price may win the deal. Partnership and purpose build the future. LinkedIn Linkedin News #Procurement #SustainableProcurement #Leadership #SupplierManagement #BusinessExcellence

💡🤷🏽My Procurement Roadmap – Lessons from the Trenches After 25 years in Procurement and Supply Chain, spanning multiple industries and geographies, I’ve been fortunate to work with outstanding people and seize opportunities that shaped both my career and leadership approach. Along the way, I’ve gathered lessons - some strategic, some practical, that continue to guide me today. Here's what I've learned by being in the trenches: Strategic lessons: 1️⃣ Relationships are as important as contracts. 2️⃣ Procurement is a strategic enabler, not just a transactional function. 3️⃣ Change is constant - adaptability is resilience. 4️⃣ Data drives decisions, but people deliver outcomes. 5️⃣ Integrity is non-negotiable. Practical lessons: 1️⃣ Keep it clear - avoid jargon with stakeholders. 2️⃣ 15% of requirements are unique, 85% are routine. 3️⃣ Spend data is your foundation. 4️⃣ Compliance safeguards both you and the business. 5️⃣ Own it end-to-end - accountability matters. 6️⃣ Sit with your stakeholders - decisions move faster. 7️⃣ See what you’re buying - context matters. 8️⃣ Reporting lines are secondary - flex your style. 9️⃣ Beware of “PowerPoint consultants.” 🔟 Procurement isn’t hard - people make it hard. At its core, procurement is about creating clarity, simplifying complexity, and driving tangible outcomes. Simplicity and accountability always win. 👉 I’d love to hear from you, what are the biggest lessons you’ve learned in your procurement career? ⭐️Scars, Lessons, and Triumphs - SLT⭐️

𝟲 𝘀𝗶𝗺𝗽𝗹𝗲 𝗽𝗿𝗶𝗻𝗰𝗶𝗽𝗹𝗲𝘀 𝗳𝗼𝗿 𝗚𝗼𝗼𝗱 𝗣𝗿𝗼𝗰𝗲𝘀𝘀 𝗤𝘂𝗮𝗹𝗶𝘁𝘆 𝗶𝗻 𝗣𝗿𝗼𝗰𝘂𝗿𝗲𝗺𝗲𝗻𝘁 Achieving good process quality remains a challenge for many organisations, especially in Procurement. Yet it's the foundation of operational excellence and the ability to drive consistent, scalable results It’s not just about designing the right processes. That's only the beginning. The key is to build an efficient management cycle that elevates process quality and performance while supporting adaptability to achieve your goals. Find here 6 principles to get this right: 1️⃣ 𝗗𝗼𝗰𝘂𝗺𝗲𝗻𝘁 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗱𝗼 Clearly define and document all processes, aligning them with the organisation’s purpose and goals to maintain clarity and consistency. Use interviews & process Intelligence tools to discover the best route amidst variations. 2️⃣ 𝗗𝗼 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂 𝗱𝗼𝗰𝘂𝗺𝗲𝗻𝘁: Train people to consistently execute documented processes, making sure each step is purpose-driven and aligned with organisational objectives. Adoption is key! 3️⃣ 𝗩𝗲𝗿𝗶𝗳𝘆 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂'𝗿𝗲 𝗱𝗼𝗶𝗻𝗴 Regularly assess and measure process performance through audits, tracking key metrics, and ensuring alignment with the intended goals. Controlling is better than assuming when it comes to process conformance & quality. 4️⃣ 𝗜𝗺𝗽𝗿𝗼𝘃𝗲 𝘄𝗵𝗮𝘁 𝘆𝗼𝘂'𝗿𝗲 𝗱𝗼𝗶𝗻𝗴 Continuously refine and adapt processes based on feedback, evolving goals, and external changes, ensuring they remain efficient and aligned. There is no such thing as static, isolated processes over prolonged time. 5️⃣ 𝗔𝘂𝘁𝗼𝗺𝗮𝘁𝗲 𝘄𝗵𝗲𝗿𝗲 𝗽𝗼𝘀𝘀𝗶𝗯𝗹𝗲 Use automation tools to further streamline improved processes and repetitive tasks, reduce manual errors, and improve efficiency, allowing teams to focus on strategic efforts. 6️⃣ 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗲 𝗮𝗻𝗱 𝗰𝗼𝗹𝗹𝗮𝗯𝗼𝗿𝗮𝘁𝗲 Establish transparent communication channels and collaboration across teams to ensure everyone is aligned with the new processes and changes while working toward shared goals. While the buzz in Procurement has shifted to the technology side, 𝗴𝗼𝗼𝗱 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗾𝘂𝗮𝗹𝗶𝘁𝘆 𝗺𝗮𝗻𝗮𝗴𝗲𝗺𝗲𝗻𝘁 𝗱𝗼𝗲𝘀 𝗻𝗼𝘁 𝗮𝗴𝗲. 𝗜𝘁 𝗼𝗻𝗹𝘆 𝗯𝗲𝗰𝗼𝗺𝗲𝘀 𝗺𝗼𝗿𝗲 𝗲𝘀𝘀𝗲𝗻𝘁𝗶𝗮𝗹, providing the foundation for technology to thrive and for Procurement to achieve the results committed. ❓What steps are you taking to improve your process quality ❓Any other principle you would add #processmanagement #procurement #bpm #quality #automation ♻️Found the post useful? Follow me and share this post with your network.

🌟 Mastering Benefits Management for PgMP Success 🌟 As a Program Manager, ensuring the realization of benefits is at the heart of your role. Benefits must align with organizational strategy and be continuously delivered throughout the program lifecycle. From a PgMP perspective, mastering the Benefits Management Lifecycle is essential, as it forms a critical part of the exam. 🔍 Breaking Down the Benefits Management Lifecycle 🔍 1️⃣ Identification 🌐 Understand the organization's strategy and the business case. 📘 Document the identified benefits in a Benefits Register. This step ensures the program is strategically aligned from the outset. 2️⃣ Analysis and Planning 📊 Analyze the identified benefits for feasibility and strategic fit. 🗂️ Develop a Benefits Management Plan to define the approach for managing benefits. This phase bridges strategic objectives with actionable plans. 3️⃣ Benefits Delivery ⚙️ Initiate components (projects or activities) to produce deliverables (outputs). 🔗 Map outputs to outcomes, and outcomes to benefits using the Benefits Management Plan. 🤝 Collaborate with component teams to realize benefits effectively. The focus here is on translating program outputs into meaningful organizational value. 4️⃣ Benefits Transitioning 🔄 Transition the realized benefits to operational teams or beneficiaries. 👥 Partner with operational groups to help them adopt and sustain the benefits. This ensures benefits ownership and long-term value realization. 5️⃣ Sustainment 📈 Guide operational teams on sustaining benefits during and beyond the program lifecycle. 🛡️ Provide a robust framework to sustain the program’s outcomes effectively. By enabling sustainment, the program continues to deliver value even after closure. 🌀 Iterative Management for Dynamic Benefits Programs evolve, and so does their benefits landscape. New benefits may emerge during execution, requiring fresh analysis, planning, and delivery. This iterative approach ensures adaptability and maximizes program value. 🎯 Consolidation at Program Closure 📋 Finalize transitioning and sustainment planning to empower operational teams. 🏁 Ensure benefits remain impactful after the program concludes. 💡 Why It’s Crucial for PgMP Benefits management doesn’t work in isolation—it integrates seamlessly with other Program Performance Domains to drive program success. PgMP aspirants must grasp this lifecycle to handle exam questions about benefits identification, planning, delivery, and sustainment effectively. #PgMP #BenefitsManagement #ProgramSuccess #StrategicAlignment #PgMPCertification #PgMPiZenBridge

I’ve got four steps to help you kick start your change comms plan: Understand the scope of change - start with each different audience, and find out what’s changing for them, why, what the impact is .. but also, what’s NOT changing for them. That gives people a sense of certainty. Take a great brief - but make sure you talk to the sponsor, not the Project Manager. A second-hand brief is wrought with risk. You need to go to the source and find out why they think the change is so important, and where the strategic link is. Do a reverse brief - I cannot tell you how often this has saved my bacon. Developing a reverse brief and giving it back to the key stakeholders for review makes sure everyone is on the same page about what your comms needs to achieve. Develop your FAQs - I know it might seem strange to do these upfront, but doing FAQs at this stage (from the perspective of different audiences) helps to identify gaps in information, and they become the basis of your key messages. Win! The four steps will make the rest of the process - including designing your strategy, developing your plan, and writing your key messages - so much easier! [Image description: Text reads: 4 Steps to kickstart your change comms plan: 1) Understand the scope; 2) Take a brief; 3) Do a reverse brief; 4) Develop your FAQs.] #change #communication #strategy

Defining the scope of an Information Security Management System (ISMS) is a critical step in its implementation. Referring to #ISO27001 The scope defines the boundaries within which the ISMS will be applied, including the types of data, systems, and processes that will be protected. 𝐇𝐞𝐫𝐞 𝐚𝐫𝐞 𝐭𝐡𝐞 𝐬𝐭𝐞𝐩𝐬 𝐭𝐨 𝐝𝐞𝐟𝐢𝐧𝐞 𝐭𝐡𝐞 𝐬𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐈𝐒𝐌𝐒: ✔️ 𝑰𝒅𝒆𝒏𝒕𝒊𝒇𝒚 𝒕𝒉𝒆 𝒐𝒓𝒈𝒂𝒏𝒊𝒛𝒂𝒕𝒊𝒐𝒏'𝒔 𝒐𝒃𝒋𝒆𝒄𝒕𝒊𝒗𝒆𝒔: Understand the purpose and goals of the ISMS. This includes the type of data to be protected, the systems involved, and the level of risk acceptable to the organization. ✔️ 𝑪𝒐𝒏𝒅𝒖𝒄𝒕 𝒂 𝒓𝒊𝒔𝒌 𝒂𝒔𝒔𝒆𝒔𝒔𝒎𝒆𝒏𝒕: Identify potential risks to the organization's assets, data, and systems. This includes both internal and external threats. ✔️ 𝑫𝒆𝒕𝒆𝒓𝒎𝒊𝒏𝒆 𝒕𝒉𝒆 𝒄𝒓𝒊𝒕𝒊𝒄𝒂𝒍 𝒂𝒔𝒔𝒆𝒕𝒔: Determine which assets are critical to the organization and require protection. This may include sensitive data, systems, networks, and physical assets. ✔️ 𝑬𝒔𝒕𝒂𝒃𝒍𝒊𝒔𝒉 𝒃𝒐𝒖𝒏𝒅𝒂𝒓𝒊𝒆𝒔: Based on the risk assessment and asset identification, establish boundaries for the ISMS. This includes deciding what data, systems, and processes will be included or excluded from the scope. ✔️ 𝑪𝒐𝒏𝒔𝒖𝒍𝒕 𝒔𝒕𝒂𝒌𝒆𝒉𝒐𝒍𝒅𝒆𝒓𝒔: Consult with relevant stakeholders, including employees, customers, and suppliers, to ensure that the scope is acceptable to all parties involved. ✔️ 𝑫𝒐𝒄𝒖𝒎𝒆𝒏𝒕 𝒕𝒉𝒆 𝒔𝒄𝒐𝒑𝒆: Document the scope of the ISMS in a clear and concise manner. This should include details on what is included and excluded from the scope. ➡️ Some key considerations when defining the scope of an ISMS include: 𝑫𝒂𝒕𝒂 𝒄𝒍𝒂𝒔𝒔𝒊𝒇𝒊𝒄𝒂𝒕𝒊𝒐𝒏: Classify data into categories based on sensitivity and risk. Only protect sensitive data that is critical to the organization's operations. 𝑺𝒚𝒔𝒕𝒆𝒎 𝒃𝒐𝒖𝒏𝒅𝒂𝒓𝒊𝒆𝒔: Define which systems will be protected, including hardware, software, and network devices. (The boundaries may be extended if identified data resides on systems not initially identified as part of the scope) 𝑷𝒓𝒐𝒄𝒆𝒔𝒔 𝒃𝒐𝒖𝒏𝒅𝒂𝒓𝒊𝒆𝒔: Define which processes will be protected, including those related to data handling, storage, and transmission. 𝑻𝒉𝒊𝒓𝒅-𝒑𝒂𝒓𝒕𝒚 𝒓𝒆𝒍𝒂𝒕𝒊𝒐𝒏𝒔𝒉𝒊𝒑𝒔: Establish clear expectations with third-party providers, suppliers, and contractors regarding the protection of sensitive data and systems. (This will help qualify vendors and providers along the way) By following these steps and considering these key aspects, organizations can define a scope for their ISMS that is effective, efficient, and aligns with their overall business objectives. #cybersecurity #ISMS #ISO27001 #governance #compliance

In procurement, getting the basics right isn’t optional—it’s essential for driving results. The ABCs of Procurement lay out the foundation every professional needs to succeed in this dynamic field. From analyzing data to building trust with suppliers, this framework captures what it takes to elevate procurement from a transactional function to a strategic powerhouse. 📌 Here’s the big picture: 
1️⃣ Master the numbers: Data-driven decision-making is non-negotiable. Analyze (A), track Metrics (M), and always Justify (J) your strategies with solid evidence. What gets measured gets managed.
 2️⃣ Strengthen relationships: Procurement is about people as much as processes. Collaborate (C), treat Partnerships (P) as allies, and prioritize Relationships (R) for long-term success. Strong connections are your competitive advantage.
 3️⃣ Stay ahead of the curve: The best procurement strategies are forward-looking. Invest in Innovation (I), prioritize Sustainability (S), and continuously Upskill (U) your team to stay competitive in a fast-changing world.
 4️⃣ Deliver value at every step: Efficiency (E), Optimization (O), and Zero Waste (Z) ensure you maximize ROI while minimizing waste. Every deal and every decision should create impact, not just savings. Procurement isn’t just about cutting costs—it’s about creating strategic value, building resilience, and ensuring long-term growth. 📢 Which part of the ABCs resonates the most with your current approach to procurement? Let’s hear your thoughts in the comments! Hope you liked this post! Repost 🔁 to share with your network. My name is Marijn Overvest, I'm the founder of Procurement Tactics – we train procurement teams with online courses.