You have multiple significant projects on the go - various project management methodologies, tools, processes and people working in a PMO or several PMOs - yet the business outcomes are not being attained. Your organization attributes a diminished value to project management or your PMO. You are concerned that the company is unable to distinguish between the operational and tactical requirements of project management, compared with the strategic imperative of successful transformation management. Why hasn’t the sum of our projects and programs achieved the organizational transformation we envisioned? Do our project, program and portfolio disciplines enable full transparency and visibility for informed decision-making and collective transformation? Why does it appear our PMO is focused inwardly on processes versus improving delivery capabilities? Are they architected from the outside in with a focus on customer experience? Does our organization conduct people change management successfully within our project management processes? Are we elevating our project management and delivery capabilities to continuously address our evolving business needs?