# A PMO Should Know When to Stop a Project

**Category:** PMO
**Author:** John Hotham
**Published:** 2026-10-13
**Read Time:** 5 min read

## Summary
A strong PMO does not protect every approved project. It gives leaders evidence to continue, reset or stop investment before sunk cost drives the next decision.

## Full Content
# A PMO Should Know When to Stop a Project

Approval is not a lifetime guarantee. A project can remain on schedule while its business case weakens, its key dependency disappears or the organisation no longer has capacity to use what it is building.

PMI's *Project Success 2025* puts outcomes and value at the centre of project success. That is a useful test for portfolio governance: assess whether the investment still has a credible route to the intended result, not only whether the team has completed its plan. [PMI, *Project Success 2025*](https://www.pmi.org/-/media/pmi/documents/public/pdf/learning/thought-leadership/project_success_2025_final.pdf)

## Set decision rules before the pressure arrives

At approval, record the intended outcome, baseline, benefit owner, delivery cost, critical assumptions and evidence that would trigger a reset. Define the review points where leaders will test those assumptions. A stop condition is not pessimism. It is protection against spending more on a case that no longer holds.

Examples include a regulatory or market assumption changing, a required business owner losing capacity, a dependency becoming unavailable, or forecast cost rising beyond the approved tolerance. The right thresholds depend on the investment. Make them explicit rather than inventing them during a crisis.

## Put sunk cost in its place

At each gate, compare the remaining cost and risk with the remaining expected value. Show the cost of continuing, pausing, changing scope and stopping. Include transition or exit obligations where relevant. Money already spent is not a reason to spend more; it is context for understanding what can still be recovered or reused.

The PMO should not make the business decision. It should make the options comparable, expose missing evidence and identify who has authority to choose.

## Make benefit ownership operational

The project lead can deliver a capability. The operational owner must adopt it and measure the result. Record the baseline, measurement method, target date and evidence source before delivery is declared complete. If adoption depends on training, process changes or customer behaviour, track those dependencies as part of the case.

When a benefit slips, update the forecast and identify the decision required. Do not leave an old benefit figure in the portfolio report while delivery conditions have changed.

## Make the portfolio review useful

For each material initiative, report four things: expected outcome, confidence in the route to value, the decision needed now and the cost of delay or stopping. Remove status detail that does not change a decision. Escalate unresolved choices with a named owner and deadline.

A mature PMO is willing to recommend stopping work. Its value is not measured by the number of projects kept alive. It is measured by the quality of investment decisions and the outcomes the organisation can evidence.

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