How to Setup a PMO - Best Practices

Join us for a virtual lunch with our very own Michael Fiandalo to discuss best practices setting up a PMO. 

This presentation outlines an approach to building and evolving a Project Management Office by repositioning the PMO from a delivery function to a strategic enabler of enterprise value. It emphasizes that effective PMOs are intentionally designed around organizational strategy, culture, and decision‑making needs and not imposed as one‑size‑fits‑all structures. Leveraging the PMI PMO Global Alliance Value‑Ring (Flywheel) framework, he illustrates how PMOs can mature through continuous cycles of strategic alignment, service design, execution, measurement, and value realization. Key themes include establishing the ePMO as the bridge between strategy and execution, prioritizing services that matter most to leadership, measuring outcomes rather than activity, and building a resilient, customer‑centric PMO that adapts over time while enabling data‑driven executive decision‑making.

Michael V. Fiandalo, PhD, MBA, PMP, PfMP, PMI‑PMOCP, PMO‑BP is the Associate Vice President of the Enterprise Project Management Office (ePMO) at Appalachian Regional Healthcare (ARH). He leads an ePMO that manages the strategic portfolio, ensuring strategic alignment, and value realization. His leadership approach is grounded in positioning the ePMO as a strategic partner that bridges organizational strategy and execution in direct support of ARH’s mission to improve health and promote the well‑being of the people in central Appalachia in partnership with ARH communities. He is an active contributor to the project management profession; he served as a 2025 PMI PMO Global Alliance Judge and served in director roles within the PMI Buffalo and Rochester Chapters. His work emphasizes the design of modern, patient care‑focused ePMO that continuously adapt, leverages data‑driven insights, and enables informed executive decision‑making in support of ARH's strategy and mission.