Kapcsolat
In the latest episode of the PMO Klub podcast, we take a deep dive into a story that will resonate with anyone who has ever tried to drive change within an organization. Dóra Béres, Head of the Project Management Office at a major Hungarian energy company, shares how she built a fully functioning and widely accepted PMO from the ground up.
It’s a story of navigating cultural resistance, earning trust, and strategically delivering quick wins to lay the foundation for lasting change. Hosted by Kálmán Kovács, Head of Consulting and PMO Services at Profexec Services, this episode explores not just the technical steps of implementation, but the human side of transformation.
Dóra arrived in the energy sector with an engineering background and years of experience managing projects and leading PMOs in IT and finance. Her mission: to turn a fragmented, informal project culture into a transparent and supportive system. She stepped into an environment lacking a project mindset, where resource planning was rare and reporting processes were inconsistent at best. It wasn’t just a structural challenge – it was a cultural one.
Although the PMO role was backed by top management – with the CEO being one of its strongest advocates – internal skepticism was high. Many feared the PMO would act as a controlling watchdog. Dóra responded with clarity and empathy, consistently communicating the supportive, coordinating, and value-creating role of the PMO.
In the early days, she conducted interviews and assessments to uncover the main pain points: varying project maturity levels, parallel reporting systems, and a lack of data-driven decision-making. Her answer? A phased strategy with clear three-, six-, and nine-month goals. Early wins included a unified project portfolio register, standardized report templates, and resource planning support for high-priority projects.
Technology-wise, the backbone became a Microsoft Project for the Web and Power BI-based database and reporting platform. It was introduced gradually, with internal ambassadors helping their teams adopt the new tools. Even initial skeptics became regular users, reinforcing the message: the PMO was not here to control, but to support.
While today the PMO focuses on operational support—data collection, reporting, portfolio oversight—the long-term vision is far more strategic. Plans include launching role-specific training for project managers and leaders, and developing a mature operating and governance model that standardizes decision-making and project processes across the organization. This cultural shift will help embed a project-driven mindset at all levels.
To maintain momentum and internal buy-in, Dóra sees communication as key. From company-wide updates to workshops and results-driven presentations, she is committed to demonstrating how the PMO brings real business value—not just admin support.
Her journey proves that with resilience, credibility, and a people-first strategy, one professional can change the way an organization thinks—and operates—for good.
