Project Management Office

How to Pick the Right PMO Structure?

A Project Management Office (PMO) handles multiple responsibilities like managing and ensuring a seamless flow project process. The PMO is also accountable for the productivity of the teams while bringing exclusive tools or services within a specific time and budget.

Many organizations have started producing better results with the implementation of PMO. In this article at the PM Podcast, the author defines several PMOs and their significance. It will help the organizations, in need of a PMO, to pick the suitable one.

Types of PMOs

Every organization has different work structures and resources. So, understand these three types of PMOs that can help in addressing diverse project needs:

  • Supportive PMO: Acting as a repository, supportive PMO keeps a watch over lessons learned from the past to implement in current and future projects. They also provide templates, best practices, and training to the team. This PMO is apt for the organizations having functional or weak structures.
  • Controlling PMO: This one acts as the auditor who often checks if the tools, processes, and project standards are applied accurately or not. Suitable for a balanced project structure, it extends shared project control between functional and project managers.
  • Directive PMO: With a high degree of control over the projects, this one is suitable for organizations with a strong project structure. The directive PMO offers entire authority to the project managers while keeping complete control over the project execution within the organization.

Roles of PMO

The PMO covers many roles and responsibilities that may vary according to business levels and organizational infrastructure. Let’s take a look:

  • Enterprise PMO: They are authorized to review and approve master projects, portfolios, and budget plans while maintaining their operational responsibilities like strategic and tactical master planning.
  • Division PMO: They are responsible for establishing project-portfolio, operational, and budget plans, thereby allowing the necessary adjustments, when required. They also manage portfolios and oversee programs.
  • Business Unit PMO: Responsible for planning and project-program management, the business unit PMO develops project-program operational and budget plans. They also manage overseas projects and programs.
  • Project PMO: They are responsible for planning, executing, monitoring, controlling, and closing the project.
  • Project Office: They have a temporary function. The project office prepares and follows the directions given by project managers.
  • Project Support Organization (PSO): They are accountable for one or more specific projects and offer project control. PSO’s are responsible for sharing project progress and status to the business unit managers or project managers.
  • Project Management Centre of Excellence (PMCoE): It handles, verifies, documents, and promotes project business management standards. It supports a framework to execute projects while establishing communications like status reports, intranet websites, and dashboards.

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