Moving from PMO to VMO

Most PMOs are stuck delivering reports instead of delivering value. This self-assessment helps transformation leaders evaluate how their Project or Portfolio Management Office can evolve into a Value Management Office — shifting focus from templates and tracking to real enablement, flow, and outcomes.

How this tool works

Who it’s for:

This tool is built for CTOs, CFOs, Portfolio Directors, Heads of Business Lines, and Transformation Directors seeking to evolve their PMO into a strategic enabler of value.

What it does:

The diagnostic assesses how your current PMO is structured, how it operates, and where it sits in the flow of value—from roles and responsibilities to tooling, reporting, and governance behaviours. You'll reflect on where your office falls along the spectrum from administrative controller to value enabler.

How it works:

You’ll be guided through a set of structured observations across key domains like mandate, structure, capability, behaviours, and tooling. At the end, you’ll receive a Value Office Profile — a summary of where you are today and what you could evolve toward.

Why it’s different:

This isn’t about renaming your PMO or chasing trends. If your team already enables value, great—keep doing it, name aside. If not, the assessment shows where and how to shift. It’s inspired by principles from the Information Paradox and built on the Transformation Delivery Framework — not vendor-led models or rigid templates.

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Have questions about this tool? Contact us to discuss how we can support your transformation journey.

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Why we built this tool

Too many PMOs end up as back-office teams producing slide decks, chasing overdue reports, and enforcing processes no one respects. At best, they’re tolerated. At worst, they’re blockers.

The move to a VMO is not cosmetic. It’s structural. It’s about redefining purpose, influence, and value orientation.

Where PMOs often track activity, VMOs enable outcomes. Where PMOs collate data, VMOs clarify insight and remove obstacles. And where PMOs enforce process, VMOs orchestrate flow — drawing on integrated tools, embedded responsibilities, and outcome-first mindsets.

Importantly, a VMO isn’t a standalone team—it’s a meta team drawn from accountable leaders across business and change. They don’t just ask others to do the work — they are in it. Actively. Visibly. Purposefully.

Built from our work with enterprise change teams, and drawing from the Information Paradox, this tool helps leaders:

  • See where their PMO sits on the spectrum from admin to value
  • Understand the systemic blockers preventing value realisation
  • Clarify how to build a lightweight, adaptive, and accountable VMO
  • Because it’s not about what your PMO is called. It’s about what it enables.