Communities of Practice in Project Management

What Are Communities of Practice?

A community of practice (CoP) is a group of individuals with a shared interest, profession, or goal who regularly interact to deepen their knowledge and enhance their work through shared experiences. In project management, this means project professionals, sponsors, and PMO members learning together to improve delivery outcomes and professional capability.

According to researchers Etienne and Beverly Wenger-Trayner, CoPs are defined by three core elements:

• Domain – A shared area of focus that defines the scope and purpose of the community

• Community – People who engage in joint activities, build relationships, and support each other

• Practice – Shared knowledge, tools, stories, and frameworks developed through interaction

When these three parts are present, collective learning takes place—and the result is a vibrant, value-adding community.

Why Are Communities of Practice Important in PMOs?

While PMOs typically focus on governance, reporting, and process, they also sit at the crossroads of change, collaboration, and culture. Communities of practice add a vital human layer to this mix by:

• Breaking down silos between teams and departments

• Enabling continuous learning and shared problem solving

• Creating space for innovation, feedback, and emotional engagement

• Enhancing stakeholder buy-in by involving people in shaping change

Especially during times of transformation, CoPs provide a structure for informal yet focused knowledge sharing that helps teams navigate complexity together. When PMOs foster these communities, they also improve their own credibility, adaptability, and influence across the business.

Why Do PMOs Need More Than Just Process?

It’s common to associate PMOs with frameworks, templates, and control—but this limited view misses the mark. In practice, PMOs that thrive are those that build real relationships and positive reputations.

Many PMOs struggle with being seen as bureaucratic or disconnected. This perception often stems from the pressures of risk management and process enforcement. But through experiences such as judging the APM PMO of the Year Award, a clear pattern emerged: high-performing PMOs are driven by passion, not just process.

These teams show enthusiasm for project outcomes, their role in enabling change, and most importantly, their people. That energy becomes visible in awards, presentations, and even day-to-day collaboration.

Key takeaways:

• Passionate PMOs inspire greater engagement

• Culture and connection often outweigh pure compliance

• Relationship-building improves delivery and trust

How Can PMOs Embed a Culture of Engagement?

In a recent APM PMO SIG webinar focused on embedding PMO culture, the positive reaction from industry professionals highlighted a common truth: people want more than structure—they want community. They want to belong, contribute, and be part of shaping the future.

By embedding CoPs within the PMO ecosystem, organisations create:

• A platform for collective ownership of project challenges

• Opportunities for recognition and peer-to-peer learning

• A safe environment to share lessons, not just metrics

The result is a shift from transactional engagement to purpose-driven connection—and that has a direct impact on change readiness and project success.

What Can PMOs Learn from Brand Communities?

Some of the most successful brands today—like Monzo—are built on community engagement. Rather than broadcasting messages, they involve users in shaping services and products. This approach works because it fosters:

• Transparency

• Feedback loops

• A sense of ownership among users

The takeaway for PMOs is this: when you involve your stakeholders in shaping the delivery approach—through workshops, open forums, or collaborative working groups—they become advocates, not just participants. That’s the power of community.

How Do Community Businesses Thrive?

In tough economic times, community businesses have shown remarkable resilience. A report by Power to Change found that UK community businesses earned an average of £154,000 in 2024, outperforming pre-pandemic levels.

A standout example is The Big Issue. This social enterprise empowers homeless individuals by providing them with a way to earn income. But more than that, it has created a movement of people—sellers and readers—united by a shared mission of positive social change.

Lessons for PMOs:

• Align with your stakeholders’ values and goals

• Enable people to contribute meaningfully

• Build loyalty by building trust

What Does a Sustainable Community Strategy Look Like?

Brands like Patagonia show how sustainable strategies fuel community growth. Through initiatives like Worn Wear, which encourages customers to repair rather than replace clothing, Patagonia promotes:

• Environmental responsibility

• Practical education

• Grassroots activism

This approach has built a value-led ecosystem of loyal customers. McKinsey’s Community Flywheel model reinforces this: as communities grow, customers evolve into advocates and drivers of change.

In a PMO context, sustainable communities mean ongoing learning, stakeholder ownership, and long-term cultural alignment—far beyond a one-time engagement session.

How Does Social Commerce Reflect Community Value?

By 2028, the UK is projected to have over 21.5 million social buyers, a dramatic rise from 11.8 million in 2021. This shift isn’t about convenience alone—it reflects a desire for authentic, community-led interaction in purchasing decisions.

Brands like Marks & Spencer, with their “I’m Mark and I’m Spencer” campaign, have successfully merged personality with purpose—creating not just engagement, but identity. PMOs can apply this thinking by personalising their presence and building narratives around value, progress, and inclusion.

What Are Real-World Examples of Community-Driven Strategy?

Brands like Aldi and Asda demonstrate how grassroots engagement drives brand loyalty. Aldi partners with Team GB and runs local sports programmes to build health awareness and community goodwill. Asda’s Community Champions actively support local charities and neighbourhood initiatives.

These examples show the power of local, consistent, authentic outreach—a strategy that PMOs can mirror by championing internal communities, recognising contributors, and aligning with people on a cultural level.

How Can PMOs Create Their Own Communities of Practice?

Building a community of practice within a PMO doesn’t require a massive transformation—it starts with intention and commitment. But it does demand more than lip service.

To succeed, consider the following foundational elements:

• Understand your organisation’s readiness for change
  Are you building a community to navigate challenges or to grow maturity?

• Know your organisational culture
  Are you adapting to the environment or trying to copy-paste from a previous role?

• Assess your PMO maturity
  A maturity review helps highlight where support is needed and where strengths already exist.

• Invest in relationships
  Talk to people. Don’t just email. Build trust and connection through everyday interactions.

• Align with your audience
  When stakeholders are involved and valued, they’re more likely to support your journey.

What Makes a Community of Practice Sustainable?

Communities don’t build themselves—and they definitely don’t last without ongoing care. Building trust, culture, and shared language takes time.

Here’s a simple mindset to adopt:

Start small. Stay consistent. Focus on connection.

Set yourself a personal challenge over the next 13 weeks—the time it takes to form a habit. Each day, do one small thing:

• Call a colleague

• Share a lesson learned

• Invite someone to coffee (virtual or in person)

• Celebrate someone else’s success

These small actions lay the groundwork for a self-sustaining, engaged, and supportive PMO community.

Final Thoughts: Why the Future of PMOs Is Community-Led

Digital trends indicate that 44% of marketers believe communities—especially those that extend beyond social platforms—will be a leading force in 2025. The same trend is emerging in project delivery.

PMOs that embrace community are no longer seen as just governance structures—they become enablers of change, learning, and resilience. By fostering CoPs, PMOs can move from managing projects to transforming organisations.

FAQs: Communities of Practice in Project Management

What is a community of practice?
A group of professionals who share a domain of interest and regularly interact to learn, share, and evolve their practice.

Why are communities important in PMOs?
They promote collaboration, improve engagement, and support better project outcomes.

How can a PMO start building one?
Begin with relationship-building, assess readiness and maturity, and create space for peer learning.

How long does it take to establish a strong community?
Expect at least 12–13 weeks of consistent effort to build momentum and culture.