Standing up a PMO is challenging, and many organizations stumble early. The good news is that most failures come from predictable mistakes—and they can be avoided with a little foresight.

A PMO charter is one of the most overlooked tools in setting up a Project Management Office. Too often it is treated as a formality, or worse, skipped altogether. The result is a PMO that launches without clear boundaries, expectations, or support.

Starting a Project Management Office (PMO) is exciting, but it can also feel overwhelming. Done right, the first 90 days can build trust, create early wins, and set the foundation for long-term success. Done wrong, the PMO risks being seen as “extra bureaucracy” before it ever has a chance to show value.