The case: When the Library of one of Italy’s most prestigious universities contacted us, the request was clear: they needed a new way to manage their projects. Not just a set of tools, but a true point of reference capable of bringing order, method, and support to initiatives that were growing in both number and complexity.

The context was typical of academic organizations: strong technical expertise, a deep sense of service, but limited familiarity with structured Project Management practices. The risk? Projects moving slowly, scattered information, unclear responsibilities, and demotivated Project Managers.

It was time to build a PMO that could give structure to projects and provide dignity and visibility to Project Managers.

PMProgetti’s intervention: We supported the client with a Senior Project Manager certified PMI-PMOCP and SPS (Scrum.org), who designed and implemented the PMO starting from a fundamental principle: the methodology must adapt to the organization, not the other way around. We applied methodological guidelines from PMI standards and Agile frameworks for scaling Scrum at the enterprise level.

Together, we:

• defined roles and responsibilities within the projects
• built a lightweight, practical Project Management methodology strongly inspired by Agile approaches
• introduced simple, easy-to-use tools: a document management system to centralize information, an agile planning tool to manage backlog, priorities, and progress

The goal was not to create bureaucracy, but to make projects clearer, faster, and more collaborative. Not "paperwork" but "results".

Growing people, the true heart of the project. A PMO is not just processes and tools. It is, above all, skills. For this reason, we worked side by side with the Library’s Project Leaders, guiding them through a continuous development journey.

Through workshops, hands-on coaching, and structured discussions, we helped them:

• plan more effectively
• manage priorities and dependencies
• monitor progress
• communicate better with stakeholders and teams
• collaborate with each other, creating a true community of Project Managers.

The impact was immediate: greater awareness, more autonomy, and a much smoother project delivery process.

A pilot that becomes a model. The PMO began as a pilot on an initial group of initiatives.
But the results spoke for themselves: more order, more transparency, and a stronger ability to complete projects successfully.

For this reason, the university decided to extend the model to all Library initiatives, transforming the PMO into a genuine enabler of internal innovation.