A PMO hired to 'add process' usually adds slides. Before you open the role, decide what you are actually buying: a date you can defend, a budget you can see, or a team that has lost the plot.
Ask who owns the decision log. If product, engineering and sales each keep their own, a PMO will become a translator instead of a leader. One log, one weekly forum, one person who can say no.
Ask what 'done' looks like in ninety days. A useful PMO leaves a cadence, a risk register and a backlog the squad can run without them. If the success metric is 'more reporting', skip the hire.
If you only need a referee for the next release, a fractional lead is cheaper and faster than a permanent seat. Book a call and we will tell you which one you are actually looking at.
