The 3 Different Kinds of Project Management Offices

You can find 3 basic kinds of Project Management Office (PMO) organizations, varying from the amount of control and influence they’ve got on projects inside organization. You will need to select which type you’ll want to establish as a way to provide an effective project office.

The 3 forms of PMOs include:

1. Supportive PMO

The Supportive PMO generally provides support by means of on-demand expertise, templates, tips, connect to the information and expertise on other projects, and stuff like that. This could work in a company where projects are carried out successfully within a loosely controlled manner where additional control is deemed unnecessary. Also, when the objective would be to use a sort of ‘clearinghouse’ of project management software info throughout the enterprise to use freely by PMs, then your Supportive PMO may be the right type.

2. Controlling PMO

In organizations where there is a desire to “reign in” the activities – processes, procedures, documentation, and more – a controlling PMO can accomplish that. Besides the corporation provide support, it Necessitates that the support supply. Requirements might include adoption of specific methodologies, templates, forms, conformance to governance, and putting on other PMO controlled techniques. Furthermore, project offices needs to pass regular reviews from the Controlling PMO, this also may represent a threat factor around the project. This works if a. there’s a clear case that compliance with project management organization offerings will take improvements within the organization and just how it executes on projects, and b. the PMO has sufficient executive support to stand behind the controls the PMO puts in place.

3. Directive PMO

This kind surpasses control and also “takes over” the projects by giving the job management experience AND resources to manage the project. As organizations undertake projects, professional project managers from the PMO are allotted to the projects. This injects quite a lot of professionalism in to the projects, and, since each one of the project managers originates and reports returning to the Directive PMO, it guarantees an advanced of consistency of practice across all projects. That is effective in larger organizations that always matrix out support in several areas, where this setup would fit the culture.

The very best type is incredibly specific to the organization, culture, and history of what works and just what won’t. But the objectives are – more or less – to:

1. Implement a common methodology

2. Standardize terminology

3. Introduce effective repeatable project management processes

4. Provide common supporting tools

5. Ultimately, the target is to improve amounts of project success within the organization.

Being conscious of this type can assist you as well as your organization with less effort achieve this.

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