Trust as an accelerator – Why personal relationships in the PMO ensure the success of complex programs

In large transformation programs, the PMO is more than just the organizational backbone. Personal relationships with program management, sponsors, project managers, and key experts build trust, help resolve conflicting goals, and increase the speed of implementation—if they are cultivated in a targeted manner and used strategically.

 

The underestimated role of the PMO

Many see the PMO primarily as the guardian of processes, plans, and governance. In practice, however, it is also a relationship manager, translator, and mediator.

In complex programs with many participants, different priorities, working methods, and expectations collide. Here, the quality of personal relationships often determines whether a conflict of objectives is resolved quickly or discussed for weeks.

 

Conflicting goals are unavoidable—and resolvable

Typical areas of conflict:

• Program management vs. project manager – strategic goal achievement vs. operational realism
• Sponsors vs. specialist departments – quick wins vs. thorough preparation
• IT vs. business – technological feasibility vs. technical requirements
• Key experts vs. overall program – in-depth optimization vs. adherence to deadlines

Well-functioning personal relationships create spaces of trust in which interests can be openly expressed and compromises developed—without anyone involved losing face.

 

Strategies for constructive solutions

1. Clarify expectations early on – actively seek out stakeholder interests before critical milestones.
2. Common basis for decision-making – use data, KPIs, and facts to objectify discussions.
3. Seek win-win scenarios – e.g., through pilot solutions, phased implementation, or parallel paths.
4. Manage escalations in a targeted manner – only escalate when all direct solutions have been exhausted.

 

Making relationships visible: Power relationship matrix and stakeholder maps

In large programs, it is worthwhile to visualize personal relationships and influence structures rather than relying on gut feeling:

• Power-Relationship-Matrix

• • Axis 1: Influence on program success
  • Axis 2: Quality of personal relationship with the PMO
  • Goal: Identify where relationship building is a priority
• Stakeholder-Map
  • Network representation with formal and informal connections
  • Shows which individuals play key roles in the flow of information

• RACI map with relationship level

• • Adds current trust and communication levels to role responsibilities

 

Such visualizations help to identify blind spots in the relationship network and work on them in a targeted manner.

Practical example from an international program

In a global transformation project with over 20 sub-projects and several sponsors, the PMO set up a power relationship matrix. The analysis showed:

• Strong connection to technical project managers
• Weaker personal connection to an important sponsor who made budget decisions Targeted measure: Regular informal updates and brief 1:1 syncs with this sponsor – outside of the official steering meetings.

Result: When a conflict of objectives arose between IT implementation and budget restrictions, a phased solution that was acceptable to both sides was found within a few days – without escalation to the steering committee.

 

Best practices for the PMO

• Consciously build and maintain relationships, don’t just react on a project-by-project basis
• Don’t try to avoid conflicting goals, but moderate them constructively
• Regularly update visualization tools such as power relationship matrices and stakeholder maps.

• Making successes and joint solutions transparent – this strengthens trust in the long term.

 

Conclusion

In complex programs, the PMO is not only a process monitor but also a relationship architect. Personal connections to key roles enable faster decisions, more open communication, and viable compromises in conflicts of interest. Those who systematically cultivate these relationships and use them strategically increase the likelihood of success for every program—far beyond what plans and governance alone can achieve.

---

About the author
Pedro Ferreira Sales is responsible for the service portfolio Business Process Management at Be – Shaping the Future and brings many years of experience as a line and project manager in process management at systemically important banks. His particular focus is on generating concrete, objectively measurable added value through process optimization.