The final task of any PMO is to sell, advertise, promote, and encourage project management within the company — they must be the cheerleaders. So much about project management has changed in the last few years, and the PMO must be the champions of why they exist.

This sounds like a self-serving model, and it is. Many companies have to progress through levels of project maturity. There is significant research that shows the growth, profitability, and success of organizations that make investments in their project management processes. However, the move between levels of maturity takes time, effort, and executive-level support to achieve. If you have never played basketball before, it is unlikely that you can start playing for the NBA tomorrow. It takes time, practice, and growth, both physically and mentally, to reach that status. For many, no matter how hard they try, will never play in the NBA. The same is true for PMOs: Some may never reach the top. Some will never reach their potential. To ensure the best chance for success, be out there leading the cheers: “Give me a ‘P,’ give me an ‘M,’ give me an ‘O!’ What's that spell?”