In your experience, what's a prevalent error that PMOs commonly make? And what’s the best way to fix it?

A common mistake is simply not clearly defining the type of PMO you are and want to be. For example, today, you may be a controlling, supportive, or directive PMO aspiring to be a strategic PMO. PMOs need to pinpoint their precise goals, objectives, and purpose within the organization and understand where they stand on the PMO maturity spectrum. It's crucial to identify the type of PMO that best serves both your internal project teams and external business partners while aligning with their strategic goals. 

Start by collaborating closely with your stakeholder groups to grasp the PMO's purpose and needs. Begin by asking why you need the PMO and what it brings to the table. This understanding is crucial. Next, identify your aspirations and pinpoint where the current gaps lie. This will help determine the type of PMO your organization requires.

Once you've done that, assess the steps necessary to bridge those gaps. This process can be seen as a project in itself, leading to the identification of specific tasks that need to be completed. Lastly, I strongly recommend conducting assessments with your current stakeholder groups, IT teams, and business partners. This will help gauge how well you've progressed toward achieving your desired state.

Simply walking in without taking a step back to comprehend the organization's needs and its strategic direction is not advisable. It's crucial to gain insight into the organization's requirements and the direction of its strategy.