The First 90 Days of Standing Up a PMO

How to Start a PMO

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.

Here’s how I approach those critical first three months.

Define the Mission and Purpose

Every PMO should start with a simple question: Why does this PMO exist?

• Is it to provide visibility for leadership?

• To create consistency across projects?

• To improve delivery outcomes?

Write down a short mission statement and socialize it early. This helps people see the PMO as a solution to real needs, not as an added layer of process.

Secure Executive Sponsorship

No PMO survives without visible support from leadership. Find an executive sponsor who believes in the value of a PMO and is willing to champion it.

Ask them to introduce the PMO in leadership meetings.

Involve them in approving the mission and scope.

Encourage them to reinforce the message: the PMO is here to help, not to slow things down.

Start Small and Visible

A common mistake is to roll out too many processes too quickly. Instead, identify one or two areas where the PMO can deliver immediate value.

Examples:

• Standardize project status reporting.

• Create a simple intake form for new project requests.

• Launch a portfolio dashboard with just the top 5–10 initiatives.

These quick wins help demonstrate value while you build toward bigger capabilities.

Establish Light Governance

Governance is important, but heavy structures right out of the gate will create resistance. Keep it simple at first:

• Define decision rights (who approves what).

• Hold a short monthly steering meeting.

• Use escalation paths that are clear but not burdensome.

Over time you can expand governance, but in the first 90 days, keep it focused and purposeful.

Communicate Early and Often

Transparency builds trust. Even if the PMO is still in its early stages, communicate what you are doing, why, and how it will help.

• Share updates in staff meetings or newsletters.

• Be clear about what’s changing—and what’s not.

• Highlight success stories as soon as they happen.

The more people understand the PMO’s role, the less likely they are to see it as “extra work.”

Final Thoughts

The first 90 days of a PMO are less about process and more about credibility. Define your purpose, secure leadership support, create a few quick wins, and communicate them widely. Once trust is established, you can expand governance, tools, and maturity over time.

A strong start not only builds momentum but also gives your PMO the staying power it needs to truly influence strategy and delivery.