My LinkedIn posts are 100% organic and AI-free. I write because I like to.The career stuff: 14 years in project leadership roles, 10 years in technical program management and 3 years managing people. I solve complex challenges up, down, and across the org by specializing in infrastructure, platforms, and people.

Matt McDannel

PMOpreneur | I provide tailored help to PMO Leaders so they can overcome stress & limited direction to realize PMO success & fulfilling careers | Trained 160,000+ Project/PMO Leaders | Trusted by Fortune 500 firms & SMBs

It’s my goal that every person I have a conversation with walks away knowing more than they knew before about all things project management offices (PMOs) and project management.

As LinkedIn Learning’s first instructor on the topic, I’ve had a very rewarding journey helping over 100k+ current and aspiring project management leaders apply my lessons to further their careers. 

Where Parwaaz Consulting comes in is outside of the online classroom. We help organizations set up & optimize their PMOs, empower PMO Leaders through our coaching programs designed specifically for them, and provide customized workshops that uplift capabilities and guide teams to conquer the art & science of leading projects.

Most often leaders come to me when they need a step-by step approach for developing their PMOs or taking them to the next level. Other times leadership is looking for an ‘outside’ perspective to act as a sounding board and provide accountability support through their PMO journey.
 
And in some cases, they want to not only focus on developing their teams' core project management skills that help deliver projects effectively and consistently, but also the intangibles that come with it, such as change, influencing, negotiating & conflict management.

Suffice to say, I really nerd out about this stuff and have a passion for engaging with organizations to deliver them a clearer vision of the road ahead, a greater sense of calm, and a noticeable increase in productivity across all teams. 

We’ve been lucky enough to work with some amazing partners among the likes of Groupon and Replenium. Some of the most rewarding testimonials include; 

"The results of our engagement with Hussain were a nearly 180-degree turnaround from where the PMO operated previously“ - Judi B. (VP, Global Support), US

"We doubled the speed of our PMO setup with Hussain as our PMO Coach... our organization went from no projects getting completed to a 73% success rate on strategic initiatives“ - Nathan R. (PMO Director), US

"... to have Hussain partnering with us for a workshop series with several of our incredible PM and client-facing teams... grateful for his work and passion to help businesses thrive, scale and serve clients with excellence!"- Stephanie S. (HR Partner), US

If you’re curious what a partnership with us could look like or just want to chat about project management in general - then let’s connect!

Hussain Bandukwala

𝗜 𝘀𝗽𝗲𝗻𝘁 𝟲 𝗺𝗼𝗻𝘁𝗵𝘀 𝗯𝘂𝗶𝗹𝗱𝗶𝗻𝗴 𝗮 𝗣𝗠𝗢 𝘁𝗵𝗮𝘁 𝗻𝗼𝗯𝗼𝗱𝘆 𝘂𝘀𝗲𝗱. 🥴

Beautiful governance framework ✅
Fancy project templates ✅
Weekly status meetings ✅

Zero actual adoption.

Teams kept working around us. Leaders stopped showing up. And I was basically running a compliance theatre that added zero value.

That's when I realized: I was building for perfection, not for people.

𝗛𝗲𝗿𝗲'𝘀 𝘄𝗵𝗮𝘁 𝗜 𝗹𝗲𝗮𝗿𝗻𝗲𝗱 𝘁𝗵𝗲 𝗵𝗮𝗿𝗱 𝘄𝗮𝘆:

Most PMOs fail because we start with process instead of problems.

We design the "perfect" intake form before we know what decisions we're supporting.

We build dashboards before we understand what questions leaders actually need answered.

(Look at me 🥹 spending months on a framework nobody asked for)

𝗦𝗼 𝗜 𝘁𝗵𝗿𝗲𝘄 𝗶𝘁 𝗮𝗹𝗹 𝗼𝘂𝘁 𝗮𝗻𝗱 𝘀𝘁𝗮𝗿𝘁𝗲𝗱 𝗼𝘃𝗲𝗿.

This time? I led with questions:

↳ What decision is keeping you up at night?
↳ What's the biggest bottleneck in delivery right now?
↳ If this PMO could solve ONE thing, what would change everything?

And I listened. Like, really listened.

𝗧𝗵𝗲𝗻 𝗜 𝗿𝗲𝗯𝘂𝗶𝗹𝘁 𝘁𝗵𝗲 𝗣𝗠𝗢 𝗮𝗿𝗼𝘂𝗻𝗱 𝟯 𝗰𝗼𝗿𝗲 𝗳𝗼𝘂𝗻𝗱𝗮𝘁𝗶𝗼𝗻𝘀:

☝🏼 𝟭/ 𝗦𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗯𝗲𝗳𝗼𝗿𝗲 𝗽𝗿𝗼𝗰𝗲𝘀𝘀

Your PMO can't prioritize work if the organization hasn't defined what matters.

I stopped building intake processes and started facilitating priority conversations. We defined criteria. We killed projects that didn't fit. We said no with evidence.

Turns out, a simple scoring model beats a 47-field intake form every single time.

✌🏼 𝟮/ 𝗗𝗲𝗰𝗶𝘀𝗶𝗼𝗻-𝗳𝗼𝗰𝘂𝘀𝗲𝗱 𝗴𝗼𝘃𝗲𝗿𝗻𝗮𝗻𝗰𝗲

Nobody wants another status meeting.

I replaced weekly reporting theatre with monthly decision sessions. One agenda item: What choice do we need to make today?

Attendance went from 40% to 95%. Because we were finally making decisions instead of just talking about work.

🤟🏼 𝟯/ 𝗣𝗲𝗼𝗽𝗹𝗲 𝗼𝘃𝗲𝗿 𝗽𝗿𝗼𝗰𝗲𝘀𝘀

The best PMO framework is the one that actually gets used.

I stopped designing for perfection and started designing for adoption. Simple templates. Clear accountabilities. Just enough structure to add value without adding friction.

𝗥𝗲𝗮𝗹 𝘁𝗮𝗹𝗸:

The last time you built something in your PMO that people actually wanted to use? That's usually the moment things start working.

𝗥𝗲𝗮𝗱𝘆 𝘁𝗼 𝗯𝘂𝗶𝗹𝗱 𝗮 𝗣𝗠𝗢 𝘁𝗵𝗮𝘁 𝗽𝗲𝗼𝗽𝗹𝗲 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝘂𝘀𝗲?

Drop "GUIDE" in the comments, and I'll send you the Ultimate PMO Setup Guide. It's the exact roadmap I use to help organizations build value-driven PMOs from scratch.

𝗣.𝗦. What's the ONE thing your PMO could do differently that would actually change how work gets done?

---

Found this helpful?

Repost ♻️ to help another PMO leader who's building process when they should be building trust.

PMOpreneur | Helping you build PMOs & groom PM teams that firms need & stakeholders crave | LinkedIn Learning [in]structor | Trusted by Fortune 500 companies, PE-backed firms & SMBs | Trained 160,000+ Project/PMO Leaders

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You got hired to build a PMO.

Three weeks in, you're rescuing projects.

Six weeks in, you're covering for a PM who left.

Two months in, the PMO setup? Still on your to-do list.

I see this pattern everywhere.

PMO leaders get pulled into firefighting mode because they're capable. And because the organization needs help now.

But here's what happens next:

↳ The PMO never gets built
↳ Your mandate gets diluted
↳ You become a glorified project manager
↳ Leadership wonders why there's no progress

You can't build a foundation while putting out fires.

Here's how to protect your mandate:

☝🏼 Set a timeline with your sponsor. "I need 100 days to build at least a PMO roadmap with quick wins."

✌🏼 Document your scope. What you're building, what you're not doing yet.

🤟🏼 Commit to at least 20% of your time for the PMO build. This gives the organization help now while ensuring the foundation gets built.

The best PMO leaders I know are ruthless about their first 100 days.

They know that if they don't control their agenda early, someone else will.

And a half-built PMO is worse than no PMO at all.

What's pulling you away from your core mandate right now?

Your PMO's data is worthless.

Unless it drives decisions.

I've watched too many PMOs drown in dashboards that nobody uses.

Red, yellow, green status updates.
Gantt charts that executives ignore.
Reports that land in inboxes and die there.

High-performing PMOs treat data differently.

They treat it as business currency.

Here's what that looks like:
↳ KPIs tied to business goals
↳ Real-time analytics surface early risks
↳ Resource optimization insights that save $s
↳ Metrics that match your PMO maturity stage

Want your PMO to remain relevant?

Get your data to tell a business story.

Early-stage PMO? Track project completion rates and paint a story of delivery momentum.

Mature PMO? Show capacity insights that help execs say no to the right things.

Advanced PMO? Connect resource allocation to revenue impact with a clear narrative thread.

The metrics change as your PMO matures.

But the storytelling stays constant.

Stop reporting what happened.

Start showing what should happen next.

That's how PMOs earn credibility.

Type 'Metrics' in the comments and I'll send you my PMO Metrics Cheat Sheet.

Your first PMO hire will either multiply your impact or become your biggest regret.

I've seen PMO leaders rush this decision.

They hire too early because they're overwhelmed.
They hire too late because they want to prove they can do it alone.

Both approaches fail.

Here's when you should actually make that first hire:

When you're spending 60%+ of your time on repeatable tasks.

If you're constantly:
- Updating the same reports
- Chasing status updates
- Scheduling recurring meetings
- Managing basic documentation

You need help. These tasks scale linearly with projects, not your hours.

When you're turning down strategic work.

The moment you say "I don't have time for that" to:
- Executive stakeholder meetings
- Process improvement initiatives
- PMO strategy development

You've waited too long.

When projects are slipping through the cracks.

Missing a critical deadline because you couldn't track everything?

That's your signal.

One failed project costs more than a year's salary for a coordinator.

What to hire first: A PMO Coordinator.

Not an analyst. Not another PM.

Someone who can:
- Own reporting and dashboards
- Manage meeting logistics
- Track action items and dependencies
- Handle documentation

This frees you to focus on what actually moves the needle: strategy, stakeholder management, and process optimization.

The best PMO leaders I know made their first hire when they hit 5-7 active projects.

Not at 10. Not at 15.

At 5-7.

Because they understood something critical: Your job isn't to do everything. It's to build a function that scales.

Centralized PMO or decentralized?

Wrong question.

I've watched organizations spend months debating structure while their delivery stays broken.

The real question: Who makes which decisions?

Here's what actually matters:

↳ Who owns resource allocation?
↳ Where do prioritization calls get made?
↳ How do standards get enforced without killing agility?

Last year, I worked with a client stuck in this debate.

They had a centralized PMO that everyone resented.

Business units felt micromanaged. The PMO felt ignored. Nothing moved fast.

We shifted to a hub-and-spoke model:

↳ Center-owned portfolio decisions and prioritization
↳ Business units owned delivery execution
↳ Standards existed, but weren't policed

Result?

Delivery velocity improved.
Resistance dropped within weeks.
Teams actually started asking the PMO for help.

Here's the thing most people miss:

Structure follows strategy, not the other way around.

Figure out what decisions matter most to your organization. Then design around those decision rights.

The structure debate is a distraction.
Decision clarity is what unlocks execution.

What's your PMO model? And more importantly, who owns your critical decisions?

I've never met a PMO team that lacked drive.

I've met plenty that lacked direction.

When your project managers don't know which fires to fight first, they burn out fighting all of them.

The best PMO leaders I know do 3 things:

☝🏼 Crystal clear priorities.
They define what matters most and protect their team from everything else. No random requests. No scope creep. Just focused execution.

✌🏼 Connect work to impact.
They show how daily tasks ladder up to strategic outcomes. People need to see why their work matters, not just what needs doing.

🤟🏼 Remove blockers fast.
They clear the path so momentum doesn't die. Waiting kills energy faster than any workload.

Motivation is a symptom.
Clarity is the cure.

Clarity looks like your team knows the top 3 priorities without checking Slack/MS Teams/Google Chat.

It's saying no to good ideas because they don't serve the goal.

It's project managers who can explain how their work moves the needle on revenue, retention, or risk.

Are you giving your team that clarity?

P.S. If your PMO is stuck in reactive mode, you don't have a motivation problem. You have a prioritization problem. Fix that first.

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Great PMOs don't start with process.

They start with trust.

Here's what struggling PMOs obsess over:

→ Perfect templates
→ Meeting attendance
→ Process compliance
→ Approval workflows
→ Detailed status reports
→ Documentation standards

Here's what high-performing PMOs focus on:

→ Outcome tracking, not activity tracking
→ Stakeholder trust through transparency
→ Risk visibility before it's too late
→ Strategic alignment clarity
→ Portfolio value realization
→ Adoption over perfection
→ Removing blockers fast
→ Resource optimization
→ Execution discipline
→ Decision velocity

The difference?

One builds bureaucracy.

The other builds momentum.

Your PMO should make execution easier, not harder.

It should help leaders see what matters.

And kill what doesn't.

If your team sees the PMO as overhead, you're solving the wrong problems.

If they see it as their execution partner, you're doing it right.

What's one thing your PMO does that actually moves the needle?

♻️ Repost this if it resonates with you.

🔔 Follow me (Hussain Bandukwala) for more content like this.

Most execs think a PMO slows things down.
I used to think that too.
Until I saw what happens without one.

Your teams are exhausted.

Your budgets are burning.

And you have no capacity for what actually matters.

This is what happens when you're running 40+ "strategic" initiatives.

The CEO can't name 10 of them.

Nothing's moving fast.

Everything feels urgent, but nothing's landing.

The solution isn't better tracking.

It's eliminating 60-70% of your portfolio.

The remaining initiatives?

They fly.

Your best people finally have room to breathe.

Your budget stops fragmenting across 40 mediocre bets.

Your exec team can actually see what's working.

A strong PMO isn't about tracking everything.

It's about protecting focus.

What would happen if you cut half your portfolio tomorrow?

--
Found this helpful?

♻️ Repost  to help execs see the true power of PMOs.

I've seen PMOs designed in a way where teams & stakeholders ignore them.

Not because the frameworks were bad.

Because no one had involved them in building it.

The typical approach: Build the framework. Roll it out. Then figure out how to get people to use it.

Perfect PMO processes get created this way all the time.

Beautiful templates. Clear governance. Everything documented.

Then teams ignore them.

The problem isn't that people resist change.

It's that adoption gets treated like an afterthought.

Most PMO teams spend 90% of their time designing the process.

Then scramble to "sell" it to teams in the final 10%.

By then, it's too late.

Here's what actually works:

Adoption isn't what happens after you build something.

It's what you design for from the beginning.

The most effective PMOs flip the entire approach:

Start with the people who'll use it.

Instead of asking questions and then disappearing to build, bring them into the design room.

Build together from day one:

↳ They show you their current workflow, messy parts and all
↳ You bring lightweight structure options, not finished templates
↳ You prototype together, test with their real work, iterate fast

The key shift?

They're not giving feedback on what you built.

They're co-creating what you're building.

Not a comprehensive framework.
Not a polished playbook.

Just the minimum viable structure that solves their actual problem.

The result?

Frameworks that don't need training sessions to explain.
Tools that people ask for instead of avoid.
Processes that feel helpful, not bureaucratic.

PMOs don't fail because people won't adopt them.

They fail because they weren't designed to be adoptable.

Want a PMO that actually gets used?

Stop building first and hoping for adoption.

Start designing for adoption from day one.

You can't force executives to care about your project.

But you can make it easy for them to support it.

I watched a PMO leader turn around a failing transformation in 6 weeks.

Not by pushing harder.
By listening better.

We mapped stakeholder motivations, not just their roles.

The CEO cared about competitive positioning.
The CTO cared about tech debt reduction.
The CFO cared about cost avoidance.

Same project. Three different stories.

Here's what changed:

Instead of generic status updates, we tailored every conversation.

↳ CEO got market advantage timelines
↳ CTO got technical risk mitigation plans
↳ CFO got cost burn and impact projections

Resistance turned into sponsorship in 3 meetings.

Stop treating stakeholder management like a checklist.

It's not about filling boxes or tracking engagement scores.

It's a conversation about what actually matters to them.

When you speak to their priorities, not yours, everything shifts.

Want better stakeholder buy-in?

Start by asking: What does success look like for them?

Then build your story around that answer.

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PMOs in 2026 need to stop treating AI like a side project.

Most PMOs are still asking "should we use AI?" while their teams are already using it in the shadows.

The question isn't whether to adopt AI.

It's how to lead it.

Here's what matters:

1. Own the use case pipeline

Your PMO should evaluate, prioritize, and track AI ideas. Not IT. Not innovation labs. You.

Build a simple intake process. Score use cases on impact and feasibility. Kill low-value ones fast.

2. Set governance that enables, not blocks

Create clear decision rights for AI adoption. Define what teams can do without approval. Set standards for data and vendor selection.

Governance should speed up good decisions, not slow down everything.

3. Integrate AI into portfolio planning

AI initiatives shouldn't live in a separate bucket. They compete for resources like any other work.

Score them against your portfolio. Make trade-off decisions. Track value delivery the same way you track other projects.

4. Build adoption into delivery

The best AI tool is worthless if no one uses it. Your PMO should own change management for AI rollouts.

Train teams. Create champions. Measure actual usage, not just deployment.

5. Track what matters

Stop counting AI projects. Start measuring business outcomes.

Time saved. Decisions improved. Revenue impacted. That's what leaders care about.

We're at the start of 2026.

The PMOs that win this year won't be the ones with the most AI projects.

They'll be the ones who made AI adoption clear, disciplined, and tied to real value.

The biggest asset you have as a PMO leader?

It's not your framework.
Not your tools.
Not even your team.

It's your credibility.

Without it, your governance meetings become a checkbox exercise. Your recommendations get ignored. Your role becomes administrative instead of strategic.

Credibility isn't built in boardrooms.

It's built in the trenches.

Think of every interaction as a transaction in your credibility bank account.

Some interactions make deposits.

Others make withdrawals.

The balance determines whether leaders seek your input or avoid your calls.

Here's what deposits look like in practice:

When you help a struggling PM unblock their project at 4pm on a Friday.

When you tell a VP "no" because their pet project doesn't align with strategy (and you show them why).

When you admit your process isn't working and fix it.

The leaders who earn lasting influence?

They show up. They listen. They deliver.

They don't hide behind process when things get messy.

Your frameworks only matter if people trust you enough to use them.

Your governance only works if leaders believe you're there to help, not police.

Start building credibility today:
↳ Do what you say you'll do
↳ Be useful before you're formal
↳ Solve real problems, not theories

The rest follows.

What's one way you've built credibility with your stakeholders?

Really proud of Kauser Ali Bandukwala reinventing himself and choosing project management as his platform to do so! Onwards and upwards! 🚀

Getting laid off is brutal. But sometimes it creates the push that makes a career pivot possible, with the help of PMI.

A Reuters piece today tells the story of Kauser Ali Bandukwala, who moved from Pakistan to Vancouver, built a career in construction sales, and was laid off in late 2024. Instead of simply chasing the next sales role, he noticed how many project management jobs were showing up in his search - and got curious.

He did three things that matter:

➡️ He talked to recruiters and people in his network to understand what project management roles really require.
➡️ He realized he had been doing project management for years - just without the title.
➡️ He chose a focused, practical path to upskill, earned the PMP, and turned that investment into a new role in project management.

The bigger point: in a labor market shaped by AI and constant reinvention, upskilling is becoming less of a “nice to have” and more of a form of career control and resilience.

Here’s the article: https://lnkd.in/e2FvGZb2

Project Management Institute

#career #pmp #upskill

A PE-backed logistics firm was scaling fast.

Too fast.

Projects were slipping. Clients were noticing. Internal teams were drowning.

And then the pandemic hit.

The CEO knew they needed structure. But not the kind that slows things down.

They needed a PMO that could keep pace with growth while bringing order to chaos.

We started with listening.

34 interviews across functions, geographies, and seniority levels.

Anonymous surveys to surface what people wouldn't say out loud.

Deep dives into project schedules, risk registers, and past PMO attempts.

The goal wasn't to critique. It was to understand.

What emerged was a 135-recommendation roadmap across 12 focus areas.

Not theory. Actionable priorities.

Within months:

↳ They hired and onboarded a full-time PMO leader
↳ Rolled out a playbook the team actually used
↳ Implemented a PPM tool that stuck
↳ Aligned departments that had been working in silos
↳ Improved client experience and work-life balance for staff

The firm didn't just survive the chaos.

They built the foundation to scale through it.

That's what happens when you diagnose before you prescribe.

When you listen before you build.

And when you design a PMO that serves the business, not the other way around.

P.S. If your portfolio feels like it's outgrowing your execution model, let's talk. Sometimes the best move is stepping back to see the full picture.

Southern New England Chapter - PMI Thanks a lot for having me! I’m really looking forward to this session!

cc: Rick Caudill MBA PMP

I'm excited to announce Tuesday, February 3, 2026 | 6:30PM to 8:00PM
via zoom From Tactical Delivery to Business Impact: How PMOs Earn Strategic Influence with Hussain Bandukwala

Hussain is a PMO guru, or in his words PMOpreneur. 
In this session, we explore how PMOs evolve from delivery focused functions into business impact partners that inform decisions, shape priorities, and drive measurable outcomes. You will learn how to assess where your PMO sits on the maturity spectrum, why traditional PMO success metrics often fall short, and what high impact PMOs do differently to align delivery with strategy.

Join the Southern New England Chapter of PMI for this event on Zoom

Open article: From Tactical Delivery to Business Impact: How PMOs Earn Strategic Influence by snec-pmi.starchapter.com

From Tactical Delivery to Business Impact: How PMOs Earn Strategic Influence

Most PMs think mastering delivery is enough to get promoted.

It's not.

I spent 2 years crushing project deadlines, running tight standups, and keeping every stakeholder happy.

Zero promotions. Zero invites to strategic conversations.

Because I was optimizing for the wrong thing.

I treated my role like a checklist, not a craft.

Here's what actually moved me from execution to influence:

1/ I started asking for feedback on my framing, not just my delivery.

Not "did I hit my dates?" but "did I make the trade-offs clear?"

That shift changed how leaders saw me.

2/ I studied how execs talked about priorities.

They never said "we can't do that."

They said "if we prioritize this, we're choosing not to do that."

I started using that exact language in my updates.

Suddenly I was in the room when decisions got made.

3/ I protected my calendar for strategic work.

Said no to status meetings that could've been a Slack update.

Used that time for what actually created value: analyzing bottlenecks, coaching PMs, aligning stakeholders before meetings.

My impact tripled while my hours stayed the same.

Growth isn't about working harder or delivering faster.

It's about knowing exactly what skills to develop and who to learn from.

Here's my question for you:

If you could only focus on developing ONE strategic capability this quarter to make the jump from execution to influence, what would it be and why?

Your team leaves training pumped up.

Then nothing changes.

Most training fails because it's
→ too generic
→ back-to-back-to-back
→ no follow-through to turn ideas into action

A family-owned construction company was scaling fast.

They wanted to up-skill their teams to manage project challenges and stress with confidence.

So we built a custom training program with 4 core workshops:
- PM fundamentals & reporting
- Schedule management & Microsoft Project
- Managing scope, budget, risk, issue & change
- Managing conflict, stress & difficult stakeholders

15 team members participated.

Plus 1:1 coaching for 5 project managers to turn learnings into action.

The result?

The CEO cited marked improvement in
• confidence
• PM attitude
• performance (planning + execution) of projects

What made it work?

☝🏼 Tailored to their real context & challenges (not generic theory), and the maturity of the team

✌🏼 Paired with coaching to drive actual behavior change

What's stopping your team from applying what they learn?

--
♻️ Repost to help others scale without stress.
🔔 Follow me (Hussain Bandukwala) for more.

Dotted line resources will kill your timeline.

Their manager will always pull them away.
You don't control their priorities.
And you can't fire them.

I learned this on a transformation program where 60% of my team reported elsewhere.

Every week, "urgent" work would appear.
My deadlines didn't matter at all.
Their manager's fire drills did.

The project stalled for weeks.

Here's what actually works:

Weekly alignment with their direct managers
↳ Share goals, not just tasks
↳ Make their success your success

Clear RACI that creates visibility
↳ Everyone knows who owns what
↳ No hiding when accountability is public

Service level agreements
↳ Define response times upfront
↳ Create predictability, not surprises

Know when to escalate early
↳ Don't wait until you're behind
↳ Flag risks before they become fires

Dotted lines aren't the problem.

Treating them like reporting structures is.

They work when you build partnerships, not dependencies.

Have you made dotted lines work? What did you do differently?

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