Common Mistakes When Launching a PMO

How to Start a PMO

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.

Here are some of the most common pitfalls I’ve seen, and how to steer clear of them.

Mistake 1: Trying to Do Too Much Too Fast

PMOs that roll out heavy processes on day one often face pushback. Teams feel burdened, and leadership questions the value.

Better approach: Start small. Introduce a few high-impact practices—like consistent reporting or a project intake process—and expand gradually.

Mistake 2: Lacking Executive Sponsorship

Without visible backing from senior leadership, a PMO will struggle to get traction. It risks being ignored or bypassed.

Better approach: Secure an engaged sponsor early. Have them introduce the PMO to the organization and reinforce its importance.

Mistake 3: Acting Like the “Process Police”

If the PMO is seen as only enforcing compliance, it quickly earns a reputation as a bottleneck.

Better approach: Position the PMO as a partner that helps teams succeed. Focus on support and enablement, not just control.

Mistake 4: Ignoring Change Management

A new PMO changes how people work. Ignoring the human side of that change leads to resistance.

Better approach: Communicate early and often. Explain the benefits, listen to feedback, and adjust where possible.

Mistake 5: Not Measuring Value

If the PMO cannot show how it improves outcomes, leadership will question why it exists.

Better approach: Define success measures from the start. Track them visibly, and share progress with stakeholders.

Final Thoughts

PMOs fail not because they are a bad idea, but because of how they are launched. Avoiding these common mistakes—overreach, lack of sponsorship, rigid processes, poor communication, and no metrics—gives a new PMO a strong chance of success.

When in doubt, keep it simple, stay focused on value, and build credibility step by step.