The PMO Coach

The PMO Coach Helping to demystify Portfolio, Programme, Project and Change Management

A PMO can produce accurate reports, maintain detailed dashboards and provide regular updates, yet still have limited inf...
07/10/2026

A PMO can produce accurate reports, maintain detailed dashboards and provide regular updates, yet still have limited influence over the decisions being made. Reporting tells stakeholders what is happening but influence starts when the PMO helps them understand why it matters and what may need to happen next.

Consider a portfolio where three projects are showing amber because of resource constraints. A reporting-focused PMO might highlight the status and provide commentary. A more influential PMO will look across the portfolio and ask whether those projects are competing for the same people, whether priorities are creating capacity issues and what the wider impact could be.

That is where the real shift happens. Instead of simply saying, "Three projects are amber", the conversation becomes, "Three projects are experiencing similar resource constraints. What does this mean for our priorities, capacity and delivery?"

This requires more than strong reporting skills. It requires strategic thinking, stakeholder influence, critical thinking, commercial awareness and the confidence to challenge constructively.

The goal is not to report less. It is to make the reporting more meaningful.

Because accurate information is valuable but the ability to turn that information into insight and better conversations is where PMO influence really starts.

What could your PMO do differently to move from reporting information to influencing decisions?

06/10/2026

Reporting remains important. But reporting alone does not create influence.

The real capability shift happens when PMOs can interpret information, identify what matters, challenge constructively and help leaders make better decisions.

The question is no longer just: Can you produce the report? It is also: What can you help the organisation understand and do because of it?

A strong PMO can produce accurate reports, maintain dashboards and track delivery. But the role of the PMO is increasing...
05/10/2026

A strong PMO can produce accurate reports, maintain dashboards and track delivery. But the role of the PMO is increasingly moving beyond simply reporting what is happening.

The real value comes from being able to interpret information, challenge constructively, connect the dots and influence better decisions.

Different PMOs will have different priorities, so I'd be interested to see where the community lands on this one.

02/10/2026

PMO: Here's the latest portfolio report.

Leadership: Great. So…what does it actually mean?

PMO: Well, 17 projects are green, 5 are amber and 2 are red.

Leadership: Okay…but what should we actually be worried about?

PMO: Well… technically, the red projects are the biggest concern.

Leadership: Right. And what decision do you need from us?

PMO: Well…

Silence. 😂
Sound familiar?

Sometimes, a PMO can spend hours making a report accurate, polished and beautifully presented, only to discover that the most important question hasn't been answered: So what?

The numbers might be correct. The traffic lights might be correct. The data might be completely up to date but what does it actually tell leadership?

Is there a strategic risk hiding behind all those green projects?
Are several amber projects competing for the same resources?
Is one red project more important than the others because of its impact on a critical business objective?
Are there decisions that need to be made now before the situation gets worse?

This is where the difference between reporting and insight becomes really important.

A strong PMO doesn't just tell leadership what is happening. It helps them understand why it matters, where attention is needed and what action should be considered.

And sometimes that means asking one more question:
Now what?
What options do we have?
What action is needed?
Who needs to make the decision?
And when does that decision need to be made?

Because a great-looking report is useful. But a report that helps someone make a better decision? That is where the real value is.

If you know, you know! 😂

Technical skills get you started. Influence and insight take you further.Technical PMO skills still matter. You need to ...
01/10/2026

Technical skills get you started. Influence and insight take you further.

Technical PMO skills still matter. You need to understand governance, reporting, processes, tools and data. Those foundations are essential but the PMO role has evolved.

It is no longer just about producing reports, maintaining processes or showing that something is red, amber or green. The real value comes from understanding what the information is telling you.

If a project is red, for example, it is not enough to report the status.

You need to ask:
Why is it red?
What is the impact?
What does it mean for the wider portfolio or business?
What decision or action is needed?

That requires more than technical knowledge.

It requires strategic thinking, stronger communication, stakeholder influence and an understanding of the wider business context.

Because having the right information is one thing. Knowing what to do with it is where the real value comes in.

So, if you’re developing your PMO career, don’t only focus on becoming technically stronger, think about how you can become more strategic, influential and commercially aware. These capabilities can make a real difference as the PMO role continues to evolve.

What skill do you think is becoming most important for PMO professionals? I'd love to hear your thoughts in the comments.

One of the biggest shifts I’ve seen in PMO is the move from reporting to influencing.Earlier in my career, the focus was...
30/09/2026

One of the biggest shifts I’ve seen in PMO is the move from reporting to influencing.

Earlier in my career, the focus was often on getting the information right. Were the reports accurate? Were milestones updated? Were risks captured?

All of that still matters. But getting the information right is only the beginning.

The bigger question is: What are we going to do with it?

A dashboard can be accurate and detailed but if leadership still doesn’t know what needs attention, it hasn’t delivered its full value.

Today, PMOs need more than technical capability. They need strategic thinking, strong communication, commercial awareness and the confidence to challenge and influence decisions.

The strongest PMOs aren’t just reporting what is happening. They’re helping organisations understand what it means and what to do next.

That’s the shift from reporting to genuine business partnership.

What shift have you seen in PMO capability during your career?

The PMO role is changing.Technical skills, reporting and governance still matter but today’s PMO professionals are being...
29/09/2026

The PMO role is changing.

Technical skills, reporting and governance still matter but today’s PMO professionals are being asked to do much more, from understanding the bigger business picture to influencing decisions and turning information into meaningful insight.

In this month’s newsletter, I explore what this shift means for PMO professionals and the skills that can help you move from simply reporting what is happening to helping leaders understand what it means and what to do next.

If you work in PMO or are looking to grow into a PMO leadership role, this is one to read.

Read the full newsletter and let me know your thoughts in the comments.

Read here- https://www.linkedin.com/posts/sian-lewis-thepmococach_pmo-pmoleadership-projectmanagement-activity-7510623930882220033-B2j2

Technical PMO skills still matter but they’re no longer the whole picture.Today’s PMO professionals need to do more than...
28/09/2026

Technical PMO skills still matter but they’re no longer the whole picture.

Today’s PMO professionals need to do more than manage processes and produce reports.

They need to influence decisions, understand the bigger business picture and turn information into insight.

Which skill do you think is becoming most important for PMO professionals?
Vote below and share your thoughts.

When a PMO is struggling, the first suggestion is often, “They need more training.”Training can help but training people...
25/09/2026

When a PMO is struggling, the first suggestion is often, “They need more training.”

Training can help but training people to follow the same processes does not necessarily address the real capability gap.

The better question is: What does the PMO need to be capable of doing differently?

A PMO may be excellent at dashboards, RAID logs, governance packs and milestone tracking. But can it interpret the information, spot emerging patterns, understand wider impacts and help leaders make better decisions?

That requires more than technical skills. It requires strategic thinking, stakeholder management, communication, commercial awareness, problem-solving and the confidence to challenge constructively.

Technical PMO skills provide the foundation. But if a PMO is expected to have greater strategic influence, those skills need to be combined with the ability to connect the detail to the bigger picture.

So instead of asking, “What training does our PMO need?”

Ask: “What do we need our PMO to be capable of doing that it cannot consistently do today?”

That question can lead to a much more meaningful conversation about capability, development and the value the PMO creates.

What capability do you think PMO professionals need to develop most right now?

We’ve all seen this happen.Leadership asks the PMO for a report.The PMO asks what needs to be included.The answer?“Every...
24/09/2026

We’ve all seen this happen.

Leadership asks the PMO for a report.
The PMO asks what needs to be included.
The answer?
“Everything.” 😂

So, the PMO gets to work.
Charts. Tables. RAG statuses. Milestones. Risks. Dependencies. Actions. Updates.
And three hours later, there’s a 47-slide PowerPoint sitting in front of everyone.
The information is there.
The question is…
Can anyone see what actually matters? 👀

This is where PMO capability becomes important.
Reporting is necessary. But reporting alone doesn’t create insight.

A strong PMO should be able to look at the information and ask:
What does this tell us?
What is changing?
What risks are emerging?
Are there patterns across projects?
Are resources becoming a constraint?
Are priorities competing?
What does leadership actually need to decide?

Because there is a big difference between saying:
“Three projects are red." and being able to explain:
“These three projects are being affected by the same resource constraint, which is creating a wider portfolio risk and may require a decision about priorities.”

That is the difference between reporting information and creating insight.

And sometimes the answer isn’t another dashboard.
It’s having someone in the room who can look at the data and say:
“Hang on…have we actually asked what this means?” 😂

So, perhaps the next time someone asks for a report on “everything”, the better question is:
“What decisions do we need this information to help us make?”
Because the goal isn’t to produce more information.
It’s to create better understanding and better decisions.

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