I would lie to receive lessons learned related to PMO (project management office) in public sector.
For my experience in the startup of the PMO of the Gobernación del Amazonas, named Banco de Proyectos de Inversión del Departamento. I've learned that in our specific case, the effiency of the starup was directly related to the maturity of deep relationships with the organization culture of the entity, which at first made it more of a problem of acceptance of innovation in the processes that then little by little was transforming the priority into investment for the operation of the office.
In addition, regarding the subject, the appropriation of the use of new information systems was not a big problem, except for the sustainability of the strategies that require specific human resources and need to be mainly constant over time. The leakage of knowledge becomes costly in this particular cases.
Hope that it could helps.
Muchas gracias por tus alcances, suele ser dificil retener a los recursos humanos sobretodo cuando ya han sido capacitados en las herramientas PMO. Que estrategia de retención sugerirías o bastaría con mantener un programa continuo de trasnferencia de capacidades y un equipo de formados.
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