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

The PMO Iceberg:

What people see vs. what people don’t.

What people see:
→ Tasks
→ Emails
→ Meetings
→ Dashboards

What people don’t see:
→ Agility
→ Efficiency
→ Coaching
→ Forecasting
→ Compliance
→ Risk Tracking
→ Success Criteria
→ Health Monitoring
→ Interdependencies
→ Portfolio Oversight
→ Conflict Resolution
→ Business Alignment
→ Resource Balancing
→ Continuous Improvement

Good PMOs are like an iceberg.

There’s more to what meets the eye.

What would you add to both the lists? 👇

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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

Running a PMO is the loneliest job in the organization.

Nobody tells you this in the job description.

You're caught between executives demanding faster delivery and teams pushing back on process.

You're the one saying "no" when everyone wants yes.

You're accountable for outcomes you don't fully control.

I've coached dozens of PMO leaders through this isolation.

The ones who thrive? They build three things:

1. A peer network outside their company
↳ You need honest conversations with people who get it.
↳ Not your team. Not your boss. People who've sat in your chair and felt the same pressure.

2. Executive sponsors who share the burden
↳ Hard decisions shouldn't fall on you alone.
↳ Find execs who'll stand beside you when you have to say no. Who'll back the tough calls publicly.

3. A team culture where it's safe to admit what's not working
↳ If your team can't tell you the truth, you're flying blind.
↳ Create space for real talk. No pretending everything's fine when it's not.

Here's what I tell every PMO leader I work with:
↳ You can't do this job alone, even though it feels that way.
↳ The isolation is real. But it doesn't have to be permanent.

What's helped you most when the job feels lonely?

P.S. Repost ♻️ if this resonates.
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The perfect day as a PMO Leader?

I wake up at 5:30 am.

Skim the portfolio tracker. Prep my top 3 priorities.

Get my workout in. Sip tea.

Think through a sticky project risk before the house wakes up.

Review team dashboards. Highlight red flags.

Draft the talking points for the leadership update.

Coach a PM through a difficult stakeholder issue.

Triage a budget overrun before it escalates.

Finalize next quarter’s roadmap. Align it to our KPIs.

Quick walk. Listen to a podcast on change management.

Wrap up early. Family dinner. Laugh with the kids.

Journal one lesson from the day.

In bed by 10 pm. Fulfilled. Focused. Energized.

That’s a great day!

How often do those happen? Maybe once or twice a week.

Most days?

Wake up late. Slam coffee between emails.

Open Teams to a dozen fire drills.

No time for dashboards. Exec pinged me before 8 am.

I’m reactive all morning. Crisis after crisis.

A project steering committee derails.

Forget lunch. Say yes to things I should’ve said no to.

No time to coach the team. Too busy cleaning up.

The roadmap review? Punted.

Evening comes. Kids eat without me.

My brain’s still looping on that governance issue.

I shut my laptop at 10:30 pm. Exhausted.

But…

I still nod off grateful.

Because even on the messy days, we move something forward.

PMO leadership isn’t about perfection.

It’s about showing up. Leading with intention. Recovering quickly.

Every day won’t feel like a win.

But over time? The value you build compounds.

Great PMOs aren't built in a day. They're built daily.

PMOs are sleeping on AI.

Here are 20 ways you can use it today:

1. Flag scope creep live
2. Summarize meeting notes
3. Analyze resource capacity
4. Draft change requests fast
5. Draft project charters fast
6. Build stakeholder templates
7. Suggest resource allocation
8. Prioritize backlogs smartly
9. Predict project delays early
10. Auto-generate status reports
11. Create risk registers easily
12. Generate executive summaries
13. Generate budget explanations
14. Analyze sentiment in feedback
15. Automate portfolio dashboards
16. Extract retrospective insights
17. Create PM onboarding materials
18. Find dependencies automatically
19. Build lessons learned databases
20. Create project timelines quickly

The PMOs winning right now?

They're not waiting for perfect AI tools.

They're testing, learning, and building muscle.

What's one AI use case you'd add to this list?

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A PMO leader I worked with used to dread portfolio reviews.

30 slides. 2 hours. Everyone checked out by slide 10.

I asked him to try something different.

Now he runs them in 45 minutes. 1 page. 3 questions. Everyone leaves with clarity.

Here's what changed:

Before:
He'd spend days building a deck. Status updates for every project. Red/yellow/green charts. Risk registers. Budget variance tables.
Executives would nod politely and ask surface-level questions.
No real decisions got made.

After:
We stripped it down to one page and three questions:
↳ What decisions do you need today?
↳ What's blocking progress?
↳ What are we saying no to?

That's it.

The shift wasn't just format. It was mindset.

He stopped reporting status and started driving decisions.

The one-pager shows only what matters: the 3-5 initiatives that need executive attention. Not the 60 projects that are fine.

Executives now come prepared. They know what's being asked of them. They make calls in the room.

The meeting went from a status dread to a decision engine.

He told me last month: "I actually look forward to these now."

What are you doing to get the most out of your portfolio review meetings?

Convincing execs to invest in a PMO?

Here are 5 strategies you can use.

Too often, leadership sees a PMO as a bureaucracy rather than a business driver.

You hear:
❌ “We don’t need a PMO.”
❌ “PMOs slow things down.”
❌ “We already have project managers.”

But what if NOT having a PMO is what’s actually slowing us down?
📉 X% of our projects are missing deadlines.
📉 X% over budget last quarter.
📉 X% of strategic initiatives stalled.

💡 The solution isn’t working harder—it’s working smarter. A PMO provides visibility, consistency, and control.

➡️ So how do you get buy-in?

👉 1. Show the ROI – “X% reduction in delays saves us $X.”

👉 2. Speak to their pain points – “We’re constantly firefighting. A PMO prevents the fires before they start.”

👉 3. Show quick wins – “Let’s start lean. Give me 90 days to show impact.”

👉 4. Use competitive pressure – “Our competitors already have PMOs. Are we falling behind?”

👉 5. Remove the fear of saying yes – “This isn’t bureaucracy. It’s business optimization.”

📌 A PMO isn’t just about managing projects—it’s about accelerating business success.

💬 What’s the biggest challenge you’ve faced convincing leadership?

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How to convince executives to start a PMO

"We spent $20K on Monday.com. No one's using it."

A COO at a 130-person company just told me this.

30 tabs in a spreadsheet tracking different projects.

This is what scaling looks like without a PMO.

I see this pattern everywhere.

130 employees.

30+ projects running simultaneously.

No visibility. No priorities.

Every PM has their own system.

Slack threads. Google Sheets. Email chains.

Leadership makes million-dollar decisions based on vibes.

But here's the thing:

The CFO won't approve 3 full-time PMO hires.

"We're not big enough yet."

So they patch the chaos.

It doesn't hold.

Projects bleed into each other.

Dependencies aren't tracked.

Resource conflicts go unnoticed until burnout.

Client updates take 3 days to compile.

Exec team spends 6 hours weekly in status meetings that still leave them guessing.

Sound familiar?

This is the gap I see everywhere right now.

You're scaling.

Delivery is broken.

But you can't justify a full PMO.

That's where PMO-as-a-Service changes everything.

You get:
• Project leadership on demand
• Portfolio structure that works
• Tools configured and adopted properly
• Governance that doesn't slow you down

All as a monthly service.

No permanent headcount. No multi-year buildout.

You get PMO capabilities without the PMO baggage.

⚠️ What I'd avoid at all costs:
↳ Waiting until delivery chaos costs you a major client
↳ Hiring a full PMO team before you're operationally ready
↳ Buying tools without adoption support
↳ Running 30 projects with zero portfolio visibility

💡 If you're scaling but can't justify full-time PMO hires yet, does this approach make sense for your situation?

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If I had to pick and roll out a PM tool today,

Here's what I'd do:

Step 1: Start with the pain, not the platform
↳ Interview PMs, sponsors, and execs on what's broken today
↳ Map current workarounds (Excel chaos, email threads, status guessing)
↳ Define 3-5 must-haves the tool needs to solve immediately

Step 2: Evaluate with real work, not demos
↳ Shortlist 1-2 tools that fit your maturity and budget
↳ Run scripted demos for apples-to-apples comparison
↳ Involve multiple relevant stakeholders in the evaluation
↳ Have basic objective scoring mechanisms
↳ Run a 2-week pilot with actual projects and real users
↳ Test adoption friction - if PMs resist in week 1, they'll resist forever

Step 3: Configure light, launch fast
↳ Set up core workflows only (intake, status, risks, decisions)
↳ Avoid customizing everything - start with 80% out-of-the-box
↳ Build templates that save time, not add steps

Step 4: Run pilots before full rollout
↳ Start with 1-2 teams who are eager to try
↳ Test workflows with real projects for 30-60 days
↳ Gather feedback weekly and adjust configuration
↳ Document what works and what needs fixing

Step 5: Drive adoption like a product launch
↳ Train in small groups with real scenarios, not feature tours
↳ Set up a command center with core team and champions
↳ Assign tool champions in each business unit
↳ Provide hand-holding initially for hesitant users
↳ Celebrate early wins publicly and share quick-win stories

Step 6: Scale thoughtfully across the organization
↳ Roll out in waves by team or business unit
↳ Use lessons learned from pilots to refine approach
↳ Keep training tight and scenario-based
↳ Monitor adoption closely in each new group

Step 7: Measure what matters
↳ Track adoption rate and time saved per PM weekly
↳ Tie tool usage to portfolio visibility and decision speed
↳ Iterate based on feedback - drop what doesn't stick

⚠️ What I'd avoid at all costs:
↳ Buying a tool before fixing your process
↳ Rolling out to everyone at once without champions

💡 What's the biggest mistake you've seen with PPM tool rollouts?

♻️ Repost to help PMOs succeed!

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🗝 To get a jumpstart to review PM/PPM tools, use resources like Gartner / Capterra,  TechnologyAdvice & Panoramic Solutions.

You just became a PMO Leader. Congrats!
You're about to fall into the "pit" that derails 80% of new PMO leaders in their first year.

I've seen it happen dozens of times.

Smart people. Great credentials.

They cross the "PMO Chasm" and start sprinting.
They confuse motion for action.
Activity for achievement.

Here's what happens:
• Schedule 12 meetings nobody reads
• Yes to every request, no dependencies
• Build 40-slide intake, sits in SharePoint
• Hire analysts, task them with dashboards
• Launch governance before anyone knows you

6 months later:

The vision is undefined. Stakeholders are confused.
The needle hasn't moved. 
The PMO is failing.

You can avoid this.

Here's how:

1. Define success before you build anything

Book a 90-minute working session with your exec sponsor in week 1.

Walk out with 3-5 measurable outcomes for year one. Example: "Reduce project overruns by 30%" or "Kill 20% of active initiatives to fund strategic bets."

Document it. Share it. Reference it monthly.

2. Map your stakeholders early

Create a simple spreadsheet: Name, Role, What they need from the PMO, Influence level.

Schedule six 30-minute coffee chats in your first 30 days.

Ask: "What's broken today?" and "What would make your life easier?"

3. Start small and prove value fast

Pick one problem that's costing real money or blocking a visible initiative.

Example: If project status is unclear, create a single-page status format and pilot it with one VP's portfolio for 60 days.

Show before/after. Let them sell it for you.

4. Build governance that people actually use

Start with one decision: "How do we choose which projects get funded?"

Run a live prioritization session with 5-7 leaders using a simple scoring model (strategic fit, ROI, risk).

Make one real decision in the room. Document the criteria. Repeat monthly.

5. Create feedback loops from day one

Set up a recurring 30-minute monthly check-in with 4-5 key stakeholders.

Use a simple format: "What's working? What's not? What should we try next?"

Track themes in a doc. Adjust your roadmap based on what you hear.

The "pit" is real. But it's avoidable.

What's the first thing you'd do in a new PMO role?

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We missed the deadline by four months.

Burned through the budget. Exec sponsor was furious.

I thought my credibility was done.

Instead, it became the turning point for how our PMO operated.

Here's what that failure unlocked:

1. We stopped tracking everything and started tracking what mattered.

Before: 15 metrics in our dashboard that no one looked at.

After: 5 decision triggers that executives actually used to course-correct.

2. We killed the illusion that more governance equals better outcomes.

Before: Weekly steering committees where everyone nodded and nothing changed.

After: Bi-weekly decision forums with pre-reads and mandatory go/no-go calls.

3. We learned to surface problems early instead of polishing status reports.

Before: Green until it's red, then scramble.

After: Yellow is the new green. Risks get airtime before they become issues.

That project failure cost us credibility in the short term.

But it gave us permission to rebuild the PMO around what actually works.

Less drama. More truth. Better decisions.

The projects that succeed teach you to repeat.

The ones that fail teach you to rethink.

What's one failure that changed how you work today?

--
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What do the best PMOs focus on to drive real results?

(Hint: Not get confused about what they stand for.)

Whether you’re a PMO leader, a PMO sponsor, or a key stakeholder, the different types of PMOs can cause confusion.

At the heart of it all, PMOs help you get things done
↳ in the right way
↳ at the right time
↳ in the right order
↳ by the right people

And the variations arise based on their size, scope, timing and/or sphere of influence.

Understanding their nuances is key to unlocking the right PMO for your organization’s success.

In the carousel, I cover:
→ Value Management Office (VMO)
→ Strategy Realization Office (SRO)
→ Project Management Office (PMO)
→ Strategic Management Office (SMO)
→ Integration Management Office (IMO)
→ Transformation Management Office (TMO)
→ Program Management Office (PMO or PgMO)
→ Enterprise Project Management Office (EPMO)
→ Departmental Project Management Office (x PMO)

And I also address common confusions between:
↳ TMO vs. IMO
↳ EPMO vs. SRO
↳ VMO vs. SRO vs. SMO

Great PMOs realize, acknowledge and act upon what they stand for.

Helping their companies execute, transform, and thrive.

What would you add to the list?

--
♻️ Repost to help others navigate the world of PMOs.

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📩 Sign-up for my free PMO newsletter (link in the carousel & in the comments below).

PMO Unpacked

A VP asked me to track 47 initiatives.

I knew we'd fail.

But I didn't say no.

I said: "Absolutely. Help me prioritize the top 10 so we can do them well."

She picked 8.

We delivered all of them.

Here's the framework I use to say no without saying no:

1. Agree to the intent
Start with "yes" to the goal, not the ask.
"I want to help you succeed" builds trust before constraints.

2. Make capacity visible
Show the math: team size, hours available, current commitments.
When they see the numbers, they prioritize themselves.

3. Offer a choice
"We can do 10 well or 47 poorly. Which outcome do you want?"
You're not blocking. You're clarifying trade-offs.

4. Let them decide
Give them the pen. Ask them to rank what matters most.
Ownership shifts. You're now executing their priorities.

5. Deliver what you commit to
This is where trust gets built.
Hit your deadlines. Prove the focused approach works.

The best PMOs don't say yes to everything.

They help leaders make better decisions about what matters most.

Week 1 as a PMO leader isn't about fixing things.

Your instinct will be to jump in and start changing processes.

Resist it.

I've coached PMO leaders who spent their first week redesigning governance frameworks, only to face resistance they didn't see coming.

The ones who succeed spend week 1 differently.

They treat it like reconnaissance:
→ Spot your allies early
→ Find the trusted insider
→ Map informal power networks
→ Identify battles worth fighting
→ Listen for real problems vs. noise

By Friday, they know where the bodies are buried.

They understand the political landscape.

They've earned enough trust to ask hard questions.

One PMO leader I worked with spent his first three days in 1-on-1s with project managers.

Didn't pitch a single idea.

Just listened.

By week 2, he knew exactly which process was killing morale and had three champions ready to help him fix it.

You can't lead change until you understand the terrain.

Week 1 is reconnaissance, not revolution.

Save the frameworks for week 3.

If I had to search for a PMO leader role today,

Here's what I'd do:

1. Map the Landscape First

I'd spend 2 weeks just watching.

↳ Follow 20+ executives at target companies
↳ Read their last 3 quarterly earnings calls
↳ Track who's getting funded or acquired

Companies telegraph PMO needs months before posting roles.

2. Build My Target List

I wouldn't search job boards yet.

Instead, I'd identify:

↳ Companies scaling fast (50-200% growth)
↳ Organizations post-merger or acquisition
↳ Firms with new CEOs or COOs (first 100 days)

Resource: Crunchbase for funding, LinkedIn for leadership changes.

3. Go Beyond "PMO Manager"

I'd search these terms instead:

↳ Chief of Staff
↳ Head of Strategy Execution
↳ VP of Portfolio Management

The best PMO roles hide behind different titles.

4. Research Like My Job Depends On It

For each company, I'd find:

↳ Their top 3 strategic priorities (annual report, page 2-3)
↳ Pain points from earnings calls

Hidden gem: Search "[Company] investor presentation" for their real strategy.

5. Customize Everything

I'd create a unique resume for each application.

↳ Mirror their language from job description
↳ Lead with outcomes that match their priorities
↳ Quantify impact in their context

Generic applications die in the ATS. Tailored ones get calls.

6. Find the Hiring Manager

I wouldn't just apply online.

↳ Identify who'd be my boss (LinkedIn org chart)
↳ Find mutual connections for warm intros
↳ Engage with their content for 2 weeks first

Resource: LinkedIn Sales Navigator free trial to map org structures.

7. Build Proof Before Interviews

I'd create:

↳ A 30-60-90 day plan template
↳ A one-pager on "How I'd approach your PMO"

Show up with artifacts. Not just answers.

8. Prepare for the Real Questions

They'll ask: "How would you set up our PMO?"

I'd respond:

↳ Ask about their current state first
↳ Identify 2-3 quick wins (30 days)
↳ Show how I'd drive adoption, not just build frameworks

Talk outcomes, not org charts.

9. Network in Unexpected Places

I wouldn't just attend PMO conferences.

I'd go where executives hang out:

↳ Strategy execution workshops
↳ CFO/COO networking events
↳ Chief of Staff communities

PMO roles get filled through executive referrals.

10. Create Inbound Interest

I'd position myself as the expert:

↳ Post weekly on PMO execution challenges
↳ Share frameworks I've built
↳ Comment on executive posts about strategy

Let opportunities come to me while I'm searching.

⚠️ What I'd avoid:

↳ Mass applying with the same resume
↳ Waiting for "perfect fit" roles (apply at 60% match)
↳ Leading with frameworks instead of outcomes

The difference between landing offers and getting ignored?

I'd act like a strategist selling a solution.

Not a candidate hoping someone picks me.

💡 What's worked for you when searching for PMO roles?

♻️ Repost to help PMOs succeed!

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Your first 100 days as a PMO leader isn't a delivery exercise.

It's a trust-building exercise.

Executives expect transformation.
Teams expect bureaucracy.

You're walking in with a verdict already made.

The leaders who flip that narrative:
- Ask more than they tell
- Build foundations quietly
- Fix small, annoying things fast
- Protect teams from unnecessary processes

By day 100, the goal isn't a perfect PMO.

It's a reputation as someone who makes things better, not harder.

💡 What's the one thing you wish you'd done differently in your first 100 days?

♻️ Repost to help PMO leaders start strong!

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Most PMOs are built like no one will use them...
... And then no one does!
What changed when I treated my PMO like a product👇

1. Stakeholders became users

I stopped asking "What should we build?" and started asking "What problem are you actually trying to solve?"

- Ran discovery sessions with execs and delivery leads
- Mapped their pain points before designing solutions
- Built what they needed, not what looked impressive

2. Processes became features

Every framework got the MVP treatment:

- Start small with one team or portfolio
- Test adoption before scaling
- Kill what doesn't get used

If a process isn't being adopted, it's a failed feature. Ship something better or scrap it.

3. Adoption became product-market fit

I stopped measuring "processes deployed" and started tracking:
- How many leaders actually use our prioritization framework
- How often teams reference our delivery standards
- Whether decisions move faster because of our work

The shift is simple:

Your PMO isn't a compliance function. It's a product your organization chooses to use.

If they're not using it, you don't have an adoption problem. You have a product problem.

What's one PMO "feature" you'd kill today if you were honest about adoption?

--
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Hot take for Valentine’s Day ❤️:

I don’t just build PMOs. I love them.

Not for the templates.
Not for the governance.

But for this ↓

→ They turn strategy into measurable business outcomes

→ They protect enterprise value by prioritizing what truly matters

→ They create alignment across executives, sponsors, and delivery teams

→ They bring clarity to trade-offs before money and reputation are at risk

→ They make “no” a strategic decision, not a political battle

→ They surface risks early, when they’re still manageable

→ They connect funding to real ROI and benefits realization

→ They replace noise with data leaders can actually use

→ They give teams a clear line of sight from task to impact

→ They reduce random acts of projects

→ They build confidence in delivery

→ They create calm inside complexity

A strong PMO isn’t overhead.
It’s organizational oxygen.

Your turn.

Why do you love PMOs?

Drop your reason in the comments below. 👇

taplio

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