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This article explores best practices for PMOs in managing project portfolios, focusing on alignment, prioritisation, and effective governance.
The success of any ambitious organisation hinges on its ability to invest resources wisely. This is where the Project Management Office (PMO) and Project Portfolio Management (PPM) play a crucial role.
While project managers are focused on “doing the projects right” (on time and on budget), the PMO’s strategic mandate is to ensure the organisation is “doing the right projects”. Acting as the central hub, the PMO selects, prioritises, and manages a collection of projects (the portfolio) to maximise overall business value and achieve strategic objectives.
A PMO serves as the central hub for project oversight, governance, and alignment. In portfolio management, the PMO ensures:
Effective PPM transforms the PMO from a support function into a strategic partner in business growth.
Without clear portfolio oversight, organisations risk:

Well-managed portfolios deliver improved ROI, enhance organisational agility, and ensure that every project contributes meaningfully to success.
Successful PPM is not just a process; it’s a strategic discipline built on three core components:
Tip: Use strategic scorecards to assess whether a project aligns with business objectives.
Resources are always finite, and not all projects offer the same return.
Tip: Visual tools, such as value vs. risk matrices, can help stakeholders make quick, informed decisions.
Tip: Centralized resource management tools offer visibility across all projects.
To move from an administrative function to a strategic enabler, PMOs must embrace these best practices:
A robust governance framework is the bedrock of PPM. This means defining:
Tip: A sound governance framework ensures consistency, transparency, and accountability.

PMOs should leverage integrated PPM software tools to enhance their capabilities. Platforms like Planview, Microsoft Project Online, Monday.com, and Productive allow PMOs to:
Tip: Dashboards, visual reports, and real-time analytics provide quick insights into portfolio performance.
Transparency is key to building trust. The PMO needs to effectively communicate why specific projects are funded and others are deferred.
Strong engagement secures executive buy-in and ongoing organisational support.
They must provide tailored information:

Even with the best practices in place, PMOs face common hurdles. Here’s how to overcome them:
Managing a project portfolio is more than a logistical task—it’s a strategic function. PMOs that succeed in this space do the following:

As the PMO matures, so should its portfolio management capabilities. Consider:
The PMO’s evolution from an administrative body to a central strategic partner is not just an option—it’s a necessity for thriving in a complex, fast-moving business world.
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