Execution by Design: How PMOs and TMOs Bring Strategy to Life

Khalid Almariee
May 31
2 min read

From initiative plans to delivery rhythm, what real execution requires

By the time a strategy is fully packaged and initiatives are approved, one would think the hard part is over. In reality, execution is where the real test begins. A strategy without delivery governance is just hope. And in environments like government, mega projects, or national transformations, execution must be designed, not assumed.

This is where PMOs, TMOs, and SMOs must shift from being passive report collectors to active operators of change.

1. Strategy Doesn’t End With Initiative Charters

Initiative charters are only the start. They offer intent and design, but execution requires:

Tactical planning
Progress tracking
Escalation routines
Cross-cutting coordination
Accountability enforcement

That’s the space TMOs and PMOs must fill—with structure and discipline.

2. From Initiative to Implementation Plan

Every approved initiative must now evolve into a detailed Implementation Plan that answers:

What exactly will be delivered?
Who will deliver it?
What are the timeframes and sequence of steps?
What resources are needed and when?
What enablers must be activated (e.g., procurement, legal, digital)?

This plan becomes the basis for monitoring, budgeting, procurement, hiring, and stakeholder engagement.

3. Aligning Execution Rhythm With Operating Cadence

A common reason for execution breakdown is mismatch between planning cycles and operational reality. The solution is to install an execution rhythm that:

Matches leadership review timelines
Supports real-time tracking (monthly or bi-weekly if needed)
Includes defined stage gates (e.g., concept validation, rollout readiness, post-launch review)
Enables early detection of risks and delays

This rhythm must be adopted across all execution layers, not just the PMO but also delivery units and enabling departments.

4. Clarify Roles: PMO vs TMO vs SMO

To avoid confusion and duplication, here’s a simple view:

Function	Role
PMO	Manages portfolios, programs, and projects; tracks execution progress; ensures delivery standards
TMO	Oversees large-scale transformation; coordinates cross-ministry or cross-sector change; resolves blockers
SMO	Reviews and refreshes strategy; evaluates strategic alignment; measures long-term impact and relevance

Each one must have its governance routines, but all must integrate into a common reporting framework and shared dashboard.

5. Monitor, Escalate, Adjust

A mature execution system isn’t just about tracking. It actively manages:

KPIs and Milestones - Are we on track?
Risks and Issues - What’s blocking us?
Decisions and Escalations - What requires higher-level intervention?
Resources - Are we underfunded or under-resourced?
Lessons Learned - What can be replicated or avoided?

Governance bodies must act on these, not just receive updates.

6. Enable Delivery Units, Don’t Just Supervise Them

TMOs and PMOs should avoid falling into bureaucratic monitoring roles. They should:

Offer technical support for implementation planning
Provide tools and templates
Share playbooks and vendor lists
Help solve cross-functional delays
Build capacity in delivery teams

This support-first mindset shifts culture from “policing” to “partnering.”

Final Thought

Execution is where credibility is won or lost. Great strategies fade without rhythm, ownership, and escalation. TMOs and PMOs are not side offices, they are the engines that convert strategy into national or organizational outcomes.

Design your execution system like an operating model. With clear roles, review cadences, support mechanisms, and integrated data. Only then can you say your strategy is alive.

This concludes the 4-part strategy-to-execution series: