It is always easier to talk about change than to make it. – Alvin Toffler
This is the basic, starting model for many organizations.
It may sometimes be referred to as Reporting PMO or Project Support Office (PSO).
The services typically provided will be:
This is the most mature type of PMO, sometime termed Pro-active.
Typically will be responsible for managing the overall change programme with the project and programme managers reporting to the PMO.
The services will include all those in the Administrative and Hybrid models plus:
This covers the PMO’s between Administrative and Managerial.
This can be a wide group as some may be taking the first steps above basic reporting or getting ready to take on ownership of the project managers.
For example, helping to define and facilitate the capture and management of cross project / programme dependencies would be a typical service – adding the “D” to RAIDs mentioned in the Administrative example.
The good news is that there is a natural path of maturity regardless of what type of PMO you implement at the start of the journey.
It is quite feasible to set up very simple reporting, then introduce consolidation, basic review, etc.
Each step is a move up the maturity curve, meaning the PMO is providing more value.
Having an understanding of the different types of PMO, provides a helpful frame of reference for the journey of maturity.
It means you can map out the services you intend to add to move up the curve.
The diagram below provides a good illustration of the service offerings that can be added as the PMO matures (note this is an illustration not an exhaustive list of services).
There is no single type of PMO. They can be grouped and considered by their maturity: Administrative (reporting through Hybrid to
A PMO can start anywhere on the maturity curve based on the experience of both the resources and the organization.
A PMO should then strive to deliver more value by developing the service offerings.
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