PMO Strategic Table – Session 1: key insights on tools, data and efficiency

Tools, data, and operational efficiency

On September 12, we officially launched the 2025–2026 season of the PMO Strategic Table with a first session rich in exchanges on the theme “Tools, data, and operational efficiency”. This roundtable brings together PMO directors and managers from diverse sectors (municipal, transportation, healthcare, infrastructure, natural resources, IT, etc.), creating a unique space where the realities of public and private organizations intersect.

Shared insights

From the very first exchanges, a consensus emerged: tools alone do not solve everything. While many organizations have cutting-edge solutions, from SAP to Primavera, to Power BI or sophisticated in-house applications, their effectiveness remains limited when organizational culture, processes, and skills do not follow. As one participant put it: “We have a Cadillac… but nobody is driving it.”

The multiplication of platforms is another major challenge. Excel, SharePoint, financial tools, and specialized systems often coexist in silos, fragmenting information and undermining coherence. This fragmentation creates a critical issue: the quality and credibility of data. A single incorrect number can discredit an entire report, thereby eroding the trust of managers and decision-makers.

Finally, everyone agreed: the human factor remains the determining link. Lack of data literacy, weak ownership of indicators, and difficulties in interpreting reports mean that even the most powerful tools are useless without strong support and adequate training.

Reflections and possible solutions

The discussions highlighted the importance of integrating tools into governance processes. Several organizations now require project reviews and follow-up meetings to be based directly on dashboards. This enforces usage, improves data quality, and gradually establishes a new collective discipline.

It was also emphasized that PMOs must act as educators and facilitators. Training, integrated reporting with finance, and open forums (discussion cafés, data clinics, etc.) are among the ways to foster a true data culture.

Another key point: the ability to leverage crises. The SAAQclic fiasco was mentioned several times. Many organizations used this context to strengthen accountability, introduce new governance practices, and raise executive awareness of the importance of reliable, centralized information. These “triggers” are seen as opportunities to create lasting change.

Recommendations from the discussion

• Align tools with governance: choose solutions that address real needs instead of bending needs to fit technology.

• Enforce and reward usage: make dashboards the reference tool in all reviews and decisions, while validating actual consultation (e.g., SharePoint logs or app tracking). This approach strengthens accountability and enhances credibility.

• Invest in training: support managers and executives to increase their ability to interpret and use data.

• Demonstrate value: link analyses to the organization’s strategic and financial priorities to gain credibility.

• Develop portfolio-level indicators: go beyond the project-by-project view to measure overall performance, drawing inspiration from industry benchmarks.

Final word

This session confirmed that a PMO’s success relies less on the sophistication of tools than on organizational maturity, governance, and the team’s ability to take ownership of data. Tools are essential, but they are only catalysts: culture, engagement, and leadership make the real difference.

The PMO Strategic Table will continue its work throughout the year to document, share, and enhance these practices. Each session becomes a laboratory of ideas and a space for co-development, helping strengthen the impact of PMOs in our organizations and, ultimately, improve the collective performance of our projects.