PMO: who are they, what drives them, and above all: why?

New technologies, smart systems, optimal processes and workflows... At Circet, we’re constantly evolving to future-proof our operations. A goal in which our PMO team – fully known as the Project Management Office – plays a key role.

But what exactly does PMO do? How do they operate? And what does it mean for colleagues in the field? We dive deeper with Patrick Block and Nathalie Vennekens, two of the driving forces behind PMO.

From idea to project to change

👉 PMO sounds a bit corporate. What should we imagine in practice?

Patrick: “I get that (laughs). But behind those three letters is a team of five real people. We’re a small group that helps guide major changes. Think of digitalisation, new processes, more efficient tools… We make sure those projects don’t stay stuck as ideas but are actually rolled out step by step.”

Nathalie: “And we do that together with colleagues from the business. We're not here to dictate solutions. Quite the opposite! We listen, build a plan together, and guide the process with the teams involved. That way, we deliver results grounded in reality.”

👉 Why did Circet create a PMO team?

Patrick: “We've grown quickly in recent years. New departments, acquisitions, larger projects… That’s fantastic, of course, but it also brings challenges. Not everything evolves automatically. Think of our systems and processes for logistics, procurement, invoicing, and planning, or how we handle communication, evaluations, and digitalisation. The bigger we get, the more important it becomes to align everything consistently.”

Nathalie: “Lots of colleagues at Circet also have strong ideas about how we can work more efficiently or innovatively. But it’s not always easy to structure or follow up on those ideas. That’s where PMO comes in: we bring clarity, structure, and follow-through – so that change stays manageable rather than chaotic.”

With these 7 workstreams, PMO helps build the future across the board

👉 How does a PMO project work in practice?

Nathalie: “Everything starts with a clear question: what do we want to achieve, within what scope and timeline, and what’s the benefit? We bundle the answers into a project charter to make sure everyone is aligned from the start.”

Patrick: “Once a project is approved, we put together a team with someone from the business and someone from PMO. Together, we host a ‘scoping workshop’, also involving IT to collect the right data and input. From there, we draft a realistic planning and go to work step by step.

Every month, in our prioritisation meeting – the Change Advisory Board – we assess which projects we can launch and when. It’s like a puzzle: how much time will it take, how strategic is it, who needs to be involved, and so on.”

Not an island

👉 Are there any misconceptions about PMO you’d like to address?

Nathalie: “When people hear the word ‘project’, they often think: ‘Oh no, that’s going to take up a lot of my time’. But that’s not true. Sure, we need some input from colleagues, and yes, we sometimes slow down intentionally at the start. But that’s because we want to listen to the people who are hands-on every day.”

Patrick: “That’s the only way we can speed things up later and find solutions that truly work. The goal of every project is always the same: to make our work easier, more efficient, more consistent – and ultimately more enjoyable.”

👉 What should colleagues remember about PMO?

Patrick: “That PMO is not a separate island, but an involved partner. We work together with colleagues from Operations, Finance, IT, Logistics, and other departments. Together, we make improvements that prepare Circet for the future. Plus, we learn from every project and share ideas and ways of working with each other. That’s how we build a growing, structured approach to managing new projects efficiently.”