Project Management Offices (PMOs) have long been the anchor for driving project performance, governance, and alignment. Yet despite decades of frameworks, certifications, and organizational investment, project success rates remain unacceptably low.
Too often, PMOs operate with narrow mandates, limited authority, and short-term horizons—leaving them perceived as overhead rather than value creators.
This panel brings together seasoned experts with decades of leadership experience in project management and PMO strategy to examine whether the current PMO model is sufficient for today’s fast-changing environment—or whether it must evolve into a recognized strategic division.