So, alongside my day job as a PMO Consultant, I also have a rather large menagerie of pets (and a very understanding husband). This includes 12 chickens, all ladies. They are a mixture of breeds and are ace. Our chickens include a gentle giant Cochin called Tiny, three Silkies which are just complete bundles of fluff, a beautiful Laced Wyandotte called Bob, a rather wonderfully named Rumpless Araucana; Sharon, a regular Blue Hen adventurously called Bluebell, a tiny but sparky bird called Duchess, and some beautiful plump Pekin Bantams. The leader is one of the Pekin girls called Greg, she is at the top of the pecking order (yes that’s where it’s from!) and is last to go bed once she is sure everyone else is tucked in. Complete characters. Whilst they do love exploring and checking out new things, and who knew what excitement checking out the newly exposed bit of ground could bring, they are very much creatures of habit. They all wake up at the same time, they take themselves to bed at the same time and often in the same order. As soon as they get up they all head to the food dispenser and then they all take a drink together.

If we want to introduce a new chicken into the family, we have to go with a minimum of two. The flock does not like strangers and they can be quite aggressive to newcomers. If there are at least two new birds, they have each other as company and will often stay together as close friends going forwards. The new chickens will often bed down away from the other chickens for at least the first night. We have to find the new chickens and put them into the coop at night for a few days until they get used to the routine and take themselves. There’s always a settling in period.

Last weekend there were big changes in the chicken paddock. The coop was just too small for the flock and it was time to expand. There wasn’t much room to spread out at night and there was only enough nesting space for one chicken at a time for laying eggs which sometimes caused friction. After some good research and hunting, we chose the perfect new coop with two nesting boxes, loads more space and, most excitingly, perches which the birds didn’t have in their current coop set up.

The coop was set up in the garden, in a new position that increased their play area, on a large stand which provided them additional covered area underneath for when the weather is bad (chickens don’t like rain). The old coop was removed for cleaning and moving on. Another shelter was removed also, it was all looking rather marvellous. We were so excited for the chickens.

When the light was gone in the evening, we went out to make sure the chickens had all found their way to their new manor. We weren’t daft, we were expecting some resistance. We did expect there to be a few of the birds to be huddled up in a corner somewhere. We checked out the new coop and were very pleased to see that three of the chickens had made their way to their new home, two of them were even using the perches. But the others... Torches out and chicken hunt underway. There remained two plastic shelters in the area, one of them is no bigger than a small cat box and has very occasionally been used as a quiet place to lay eggs. It’s been in the garden for some time. I had a quick look, just in case. The box was crammed with chickens…. There really would have been more space left in a tin of sardines. I finally pulled 8, yes 8, chickens out of the box including Tiny the giant chicken. They were not happy about being taken out of this tiny cramped space. The birds had chosen to squeeze themselves into a completely inappropriate box that was familiar to them rather than check out the new chicken palace.


All of the birds were put manually into the new coop one by one, and a few of them were put in several times as they kept jumping back out into the garden and return to, well, anywhere else that they recognised. They were finally shut in overnight and all piled out, happily enough the following morning. They all went to have breakfast together, just as usual. Last night a few more made it to the new coop and, having lost access to the tiny box, the others had all made themselves comfortable next to the rabbit hutch which has also been there for some time, even if they had to be outside. They will settle into their new home, slowly but surely. They will become as attached to this coop as they were their old one and will all go to bed at the same time, to the same place and probably, in the same order.

I am now looking forward to the excitement of finding an egg in the new, more private and comfy nesting area. Then and only then, will I know that they have accepted their new home, in their own good time. Fingers crossed it won’t take too long!

by Zoe O'Toole 8 September 2025
A Safe Harbour for Work That Matters Over the past few months on the Norfolk coast, and exploring the Broads, boats have been a constant part of my view — moored, passing, gliding by. Back in Northamptonshire, there were no waves or tides, but we did have canals — another ecosystem with its own slower rhythm, narrowboats with their routines, and a way of life that seems to move at walking pace. Soon we’ll be in Scotland, close to the wide Forth estuary — tidal, busy, and full of energy. It’s a very different stretch of water to Norfolk’s quiet channels, and it’s had me thinking about how PMO also has to work differently depending on its setting. The Harbour Picture Picture a harbour at dawn. Fishing boats head out early, ferries prepare for their first passengers, yachts wait for the right wind. Each boat has a different job, a different pace, and each one is essential to the harbour’s purpose. PMO works in the same way. It runs through portfolio, programme, and project work, and each plays its part when set up for what’s needed. Together, they keep delivery moving in the right direction. The Three Ps: Portfolio, Programme, Project Think of it like the harbour: Portfolio PMO: The Harbour Master Sets direction and decides which boats head out and when. Programme PMO: The Ferries and Trawlers Keeps the routes open, brings results back to port, and makes sure the harbour stays productive. Project PMO: The Small Boats and Crew Handles the day-to-day, checks the kit, keeps the logs, navigates the details, and gets close to the action. Each one plays a role in keeping the harbour working as a whole. Making It Work A small boat doesn’t need a full crew. A ferry doesn’t need a trawler’s nets. A harbour doesn’t need a fleet pulling apart. PMO is the same. Project PMO supports delivery. Programme PMO keeps routes clear. Portfolio PMO sets direction. The value doesn’t come from one level trying to be something it’s not — but from each doing the work that matters. Avoiding the Trap Sometimes project-level PMO is dismissed as “just admin.” Sometimes every PMO is pushed to look strategic, even when that isn’t what’s needed. True PMO maturity isn’t about piling on process or having the flashiest title. It’s about purpose — providing the right support, in the right place, at the right time. A Safe Harbour for Work That Matters A good harbour doesn’t just have big ships or shiny yachts. It has the right mix of vessels, ready for the day’s work. That is what PMO is for me: a safe harbour for work that matters — where strategy is shaped, programmes flow, and projects deliver with confidence. From Canals to Coastlines As we head north to Scotland, I know the boats will catch my eye again. Whether it’s a canal, a harbour, or the open sea, the message stays the same: PMO works best when ready for the journey ahead — helping every boat play its part in work that truly matters. Because when the harbour is well run, every boat gets where it needs to go. That’s when the strategy moves forward, the programmes flow, and the projects deliver without being swamped by the tide. Wishing you safe travels in your own waterways ...and if you’re looking to steady your harbour or set a new course, let’s talk.
by Zoe O'Toole 21 August 2025
If governance feels like a burden, it’s probably broken. It shouldn’t be a tick-box exercise or a blocker. Good governance brings confidence, clarity and calm. It helps teams focus on what matters, surface problems early, and make better decisions. It enables delivery. It protects value. It creates space for people to do their best work, not get buried in process. It’s not about slowing things down. It’s how we make sure the right things move forward. A good PMO knows this. It’s not the enemy of delivery; it’s your best friend
by Zoe O'Toole 21 August 2025
by Zoe O'Toole 21 August 2025
We expect every project to justify itself with a business case… but when did the PMO last write one? We challenge delivery teams all the time: 💡 What’s the benefit? 💷 Is it worth the investment? 📏 How will you measure success? But the PMO? We quietly set up, get stuck in, and rarely ask the same questions of ourselves. We know we’re valuable but have we ever taken the time to explain why, in the same language we ask of others? If your PMO had to write a business case today… what would be in it?
by Zoe O'Toole 21 August 2025
Lately I’ve noticed a trend. More and more PMO roles are asking for specific industry knowledge. It’s made me pause and think about what organisations are really looking for. I’ve worked in higher education, financial services, insurance, the public sector, manufacturing and retail to name a few. Each sector has its quirks, but what a good PMO delivers is clarity, confidence and momentum. A good PMO brings structure, insight and the right level of control to make things happen. Not get in the way. We help people make better decisions, focus on what matters and move forward with purpose. Crucially, a strong PMO knows how to flex. We don’t apply a one-size-fits-all model. We bring expertise that can be shaped to suit culture, ways of working and appetite for risk. That’s where the real value lies. I don’t need to be an expert in your industry to make a meaningful difference. Part of the role is quickly understanding how the organisation operates. Then applying what works best. Of course, there are exceptions. But in most cases, being industry agnostic is a strength. It brings fresh thinking, challenge and a broader view. I actively seek new sectors for exactly that reason. Is this push for industry experience part of the buyer’s market we’re in? Possibly. It could also be a missed opportunity to do things differently. Are we too focused on industry experience in PMO hiring? When PMO roles ask for sector-specific experience, I get it. It can feel like a safer choice. Someone who knows the environment, the challenges, the language. But I keep wondering what we might be missing. There’s often an assumption that industry experience makes someone a safer pair of hands. That they’ll already get the systems, the acronyms, the unwritten rules. In fast-moving or complex environments, it can feel like one less thing to explain. A good PMO isn’t there to run the business. We’re here to make change happen. We bring structure, clarity and focus. We help teams prioritise. We support better decisions. We spot risks early. We connect the dots and keep delivery moving. These are skills that cut across industries. In fact, stepping into a new sector often sharpens our ability to ask better questions and notice what others may have stopped seeing. Hiring someone with the same background might feel like the obvious choice. Someone with fresh perspective and a wider lens can often help you move forward faster.
by Zoe O'Toole 21 August 2025
For this week I am going to share some of my own case studies. 1️⃣ The Visibility Crisis Drowning in Projects? Here’s How We Took Back Control
by Zoe O'Toole 21 August 2025
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by Zoe O'Toole 21 August 2025
On International Women’s Day, I continue to celebrate the woman who inspires me every single day: my daughter. She isn’t fearless, but she faces her fears with quiet determination. She has doubts, but she stands firm in her values. She is stronger than she realises, resolute in ways that amaze me. She’s studying film production and looks to build her future in cinematography: a field where women remain underrepresented. With her talent, determination, and unwavering passion, I have no doubt she will make her mark. She is my role model, and I couldn’t be more proud. #IWD #Inspiration #StrongWomen #FutureCinematographer
by Zoe O'Toole 21 August 2025
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by Zoe O'Toole 21 August 2025
When people hear the word GOVERNANCE in project management, it often brings to mind rigid processes and endless forms. For many organisations, governance is seen as something that satisfies audit requirements but gets in the way of delivery. But does governance really have to be that way? Absolutely not. When done right, governance becomes a crucial part of successful delivery. And both PMOs and project managers share responsibility in ensuring it works effectively without becoming a burden. Governance: A Mindset Shift Too often, I’ve seen organisations where governance is implemented only to cover audits, but with an attitude that it shouldn’t “slow down” delivery. This reflects a deeper misconception that governance is a necessary evil; something to work around. What’s needed is a shift in mindset, especially at the leadership level. This isn’t about choosing between governance and delivery. When embedded correctly, it supports delivery seamlessly, rather than hindering it.