Three Major Models for How PMOs Work
Project management offices can be incorporated into organizations in different ways, but there are three main models.
1. The project repository or “supportive” PMO: In this model, the PMO has relatively weak authority and serves as a resource. It offers support by providing expertise, training, and information when sought by project managers. Project managers generally reside in the business units, and this style PMO is most common in more decentralized organizations.
2. The project coach or “controlling” PMO: The PMO under this model handles certain aspects and some supervision for all projects. It takes an active role in developing policies, promoting best practices, documenting project performance, and analyzing outcomes. This PMO provides support but also exerts an element of control by compelling projects to use specific methodologies or policies.
3. The enterprise or “directive” PMO: In this model, the PMO is involved in all aspects of governing all projects and makes decisions on resource allocation, scheduling, scope, cost, and goals. This style of office takes over projects, and its professional project managers are assigned to individual projects. These are most common in large enterprises with sufficient project volume to support this strong central resource.
In addition, a PMO can be established for a division or department. A project management office can also be implemented to focus on a single special purpose and with a temporary lifespan.
The Project Management Institute has gathered all these trends under an umbrella of five potential frameworks for PMO structure.
· Unit or Department PMO: Provides services to support the division’s projects.
· Project-Specific PMO: Provides project-related services as a temporary entity established to support a specific project or program.
· Project Support/Services/Controls Office: Uses the governance, processes, practices, and tools established by the organization and provides administrative support for delivery of the project, program, or portfolio work.
· Organization-wide/Strategic/Corporate/Portfolio/Global PMO: Often responsible for alignment of project and program work to corporate strategy, establishing and ensuring appropriate enterprise governance, and performing portfolio management functions to ensure strategy alignment and benefits realization.
Center of Excellence/Center of Competency: Supports project work by equipping the organization with methodologies, standards, and tools to enable project managers to better deliver projects. Increases the capability of the organization through good practices and a central point of contact for project managers.