In our series on how to build a PMO that thrives, one of the most critical success factors is strong and sustained executive sponsorship. Without visible and ongoing support from senior leadership, even the best-designed PMOs struggle to gain traction, secure resources, and demonstrate their true value.
This article outlines the key strategies to engage, retain, and leverage executive sponsorship so that your PMO not only survives but becomes a trusted driver of organisational success.
A thriving PMO should have clear backing from a senior leader such as a C-level executive or head of strategy. This sponsor helps define the PMO’s charter in strategic terms and ensures it has funding and resources to succeed.
If a PMO already exists without a sponsor, identify an executive with a vested interest in improving project outcomes, such as the CIO or a transformation lead. Present a tailored value proposition that addresses their biggest concerns, such as faster delivery, improved cross-department collaboration, or reduced project failures.
Early credibility matters. Secure small but visible wins that resonate with executives, such as turning around a failing project, delivering a high-value dashboard, or streamlining a costly process.
These quick wins create positive momentum, generate executive confidence, and provide tangible examples for sponsors to share with their peers in support of the PMO. Research shows organisations that prioritise adaptability and power skills achieve less project waste and stronger outcomes.
Executives care most about outcomes that align with strategy. Regularly translate PMO results into business value, such as cost savings, customer satisfaction improvements, or capability launches.
Develop dashboards that tie project performance directly to business indicators. When leaders view the PMO as a source of insight on strategy execution, they become more reliant on its data and recommendations.
Avoid over-promising in the PMO’s early stages. Position improvements as a journey, set realistic goals, and then meet or exceed them.
Transparency and proactive problem-solving build credibility. Trust also grows when executives are kept fully informed. No leader wants to be surprised by a project failure. A reliable PMO delivers accurate reports, surfaces risks early, and prepares leadership to act.
Sponsorship should be a two-way relationship. Seek executive feedback on what they need most from the PMO, whether that’s improved risk reporting, better visibility into the pipeline, or strategic prioritisation.
Some high-performing PMOs convene quarterly steering committees with senior leaders, where executives review both project status and the PMO’s own performance. This positions the PMO as a strategic entity that evolves in step with the organisation.
With strong sponsorship, the PMO has the mandate, authority, and resources to drive improvement across the enterprise. It gains the credibility to intervene in struggling projects and to act as a true enabler of strategy execution.
PMOs with committed executive support consistently outperform those without it. However, sponsorship must be nurtured continuously by demonstrating value, building trust, and aligning with leadership priorities as they evolve.
Executive sponsorship is not a one-time win, it is the foundation on which a thriving PMO is built.