How PMO Value Is Really Built: From Many Chains to One Perception

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Author:

Americo Pinto, PMI-PMOCP, PMP | PMOGA Managing Director at PMI

Summary: 

Expanding on the PMO Value Chain, Pinto argues that PMOs don’t operate through a single linear path but through multiple chains serving different stakeholders. These chains overlap, interact, and influence each other, collectively shaping how PMO value is perceived. A case study illustrates how satisfying one group (delivery managers) inadvertently frustrated another (project sponsors), proving that optimizing one chain without considering the others can backfire.

Why PMO Leaders Should Read This:

It highlights the systemic nature of PMO value delivery. Leaders gain a new perspective on why “isolated wins” often fail to translate into organizational credibility.

Why It's Worth Discussing:

This article is critical for understanding why some PMOs struggle despite delivering good services - they're optimizing individual chains while ignoring the network effect. It helps PMO leaders think systemically about value delivery and avoid the trap of isolated wins that create broader organizational friction. The concept of managing value chain interactions rather than just individual services is a sophisticated approach that separates high-performing PMOs from the rest.