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While I strive for accuracy, this isn’t the ultimate PMO, Portfolio, Program, or Project Management encyclopedia. My goal is to record some of my learning and share it publicly, by no means does this work replace official sources or communicate fully implemented system I developed. Much of the work I develop are maintained in-house and exclusively used for client work. I consistently reference, read, watch and attend PMI related content to maintain my PMP PDUs, so if you are looking for resources stop by the pmi.org website and use of course use Google / Youtube or any site that will enhance your learning.

What are the core PMO types when establishing Project Management Office (PMO)?

Enterprise Project Management Office (ePMO)

An ePMO creates standards, processes and delivery approaches to improve project performance across the organization—and typically ePMO is the go-to authority for allocating resources to different projects.
Designed to operate at the corporate level, ePMOs hold maximum strategic influence and ensure that projects are aligned with organizational objectives and priorities. By having executive support, ePMOs drive mission-critical initiatives, accelerate change across an organization and report to the highest levels of the organization, like the COO, CEO, etc.

  • Deploy it: Useful for aligning the portfolio with strategic priorities and maintaining organizational standards
  • Avoid it: Not ideal for day-to-day support; may be too complex for smaller organizations lacking resources
  • Sustain it: Its success relies on strong connections to the C-suite; provides long-term value when supported by executives

Departmental PMO

A departmental PMO supports multiple projects at a department or similar level.

Its primary role is to integrate initiatives of different sizes within a division, such as IT or finance—from small, short-term initiatives to multiyear programs with multiple resources and complex integration of technologies.

  • Deploy it: Adds value when aligning projects within a department while ensuring an organization-wide vision
  • Avoid it: A departmental PMO does not provide value unless additional organizational structures are in place to help adequately connect it to other departments and initiatives
  • Sustain it: The PMO must simultaneously serve the targeted needs within any department while ensuring that the org-wide vision is carried out across the project portfolio

Individual PMO

An individual PMO is designed to develop a framework for infrastructure, document management and training for a single complex project or program, individual PMOs set basic standards and oversee planning and control activities for a single project

  • Deploy it: Effective for large, vital, or unprecedented projects where a departmental or enterprise perspective isn’t suitable
  • Avoid it: Unless the project or initiative is an exception to the portfolio or enterprise norms, other PMOs are better suited because they retain an org-wide perspective
  • Sustain it: Because they’re designed to support specific initiatives, individual PMOs have relatively short lifespans—sometimes lasting no more than a year or two

Supportive PMO

By leaning on internal experts, a supportive PMO provides a consultative assist to projects by supplying templates, good practices, training, access to information and lessons learned from other projects

  • Deploy it: Beneficial for experienced teams that might need additional insights and resources
  • Avoid it: Not ideal for inexperienced teams that need more guidance
  • Sustain it: Constantly evaluates and reinforces weak spots in project teams

I read the PMI article: Which PMO is right for your organization? and I find these four PMO types the most logical and practical when thinking through the development and implementation of an efficient and effective PMO framework.

PMI also references a term xMO which defines as;

“The xMO function distinguishes itself through its flexibility, supportive mindset and strategic acumen. It enables a better flow of value in organizations by focusing on outcomes instead of processes. For many organizations, the xMO is a vital support structure for delivery teams and decision makers, helping them evolve toward a value-driven culture.”

In addition, I have recently read an article by Info-Tech where they identify their own unique classification. I make this point because too often terms, verbiage, or some other complex concept can get in the way of getting things done, but the key is to tailor your own system, process, and framework to help you achieve what you set out to do. No matter the source(s), neither are correct and neither are incorrect, it is their unique framework that provides the quickest path to success.

 

I encourage you to read, learn, incorporate what you gather and get experience with all the knowledge you can find. It’s like a science experiment and you cannot get it wrong. Simply put; what you do today is only practice for what you will do in the future. As I learn more, I recognize there is so much more to learn, and the learning empowers you to do more. PMI in the PMBOK states that all projects should be tailored to align with the organization and the project you are currently working on. Tailor systems, process, and practices, to align with what you find most efficient and effective.

Some of the articles and research I read this week. PMI and Info-Tech do an outstanding job communicating project management related content and much more. Thank you, PMI & Info-Tech for the research and work you do.

Created and authored by George J. Raymond, inspired by many educational resources, books, certifications earned, and project management experiences. Website designed, planned, and created by nextgenray.com.