Trevor Nelson’s professional journey happened backwards. Starting off in the workforce right out of high school in the construction industry, then shifting into non-profit and healthcare. Somewhere along the way going back to get his Bachelors, Masters, and PhD degrees, not for the purpose of career advancement or improved compensation, but personal improvement and learning. He built bridges, led healthcare reform, and launched humanitarian standards. His Project Management career is not a ladder, it’s a mosaic. His PhD study has focused on leadership within the PMO context.
In this episode of Project Management Matters, we dig into what it really takes to lead a PMO, why most people misunderstand the role, and what we get wrong about “transferable” project skills.
One line that hit me hard:
“I walk into the room and tell them, I have no idea what you’re talking about.”
That’s not weakness. That’s leadership. The kind that earns trust fast because it’s real.
Here are a few things that stuck with me:
PMOs Evolve
Trevor breaks down the false belief that PMOs have a short lifespan. Sometimes they do, but often they change. By design, every 2–3 years, a PMO either evolves to stay relevant or gets left behind. That’s not dysfunction, that’s survival.
Cross-industry project management isn’t automatic
Can you manage projects across industries? Maybe. But Trevor makes it clear that it only works if you’re willing to shut up, listen, and learn fast. The skill isn’t transferring knowledge, it’s translating context.
Some PM research is stale
We’re still quoting PMO studies from 2007 like they’re gospel. Trevor’s PhD journey uncovered just how little fresh data exists. Most of what we believe about PMOs is 15+ years out of date. That’s a problem.
Good PMs don’t need to be the smartest, they need to be the calmest
Trevor’s seen the chaos and his advice is that you can’t lead a project if you’re the one panicking. Your job is to bring order, ask smart questions, and know when to shut up and listen. That’s how you earn your spot.
Not all accidental PMs are created equal
Trevor didn’t reject the idea that people fall into project management by chance. He lived that experience. But he drew a sharp line: falling into the role doesn’t make you a professional.
“Most people just start doing the work and figure it out on the fly. That’s not the same as building the mindset.”
Being organized or liking checklists doesn’t qualify you. Project management isn’t about control, it’s about navigating chaos, learning fast, and helping others get unstuck.
If you stay in the field, do the work to earn it. Learn how to lead, how to listen, and how to adapt. Project Management is a profession and like any profession, it demands intention.
Defining PMO Success
Trevor’s not here to make project management sound easy. He’s here to remind us that the work is hard, the learning never stops, and the best PMOs don’t chase relevance, they define it.
That’s what leadership looks like in this profession.
About Trevor
Trevor Nelson is a seasoned project executive whose career spans construction, healthcare, humanitarian aid, and large-scale transformation. He’s delivered over 500 projects, led teams of up to 150, and built everything from bridges to public health programs. He’s also developed standards for humanitarian project delivery and recently earned a PhD focused on how leadership styles impact PMO maturity.
His guiding principle:
Leave it better than I found it. Treat every role like it’s my name and reputation at stake.
