We have defined and described different types of PMO that exist across various organisations, the type of activity undertaken by these PMOs and the degree of influence they can have on key aspects of project, programme and portfolio management. To conclude, we would like to reinforce the fact that “Establishing a PMO is not a simple solution to a complex problem”. Having a PMO does not, by itself, increase project success. It’s what the PMO does that makes the difference; and that should depend on how successful you already are in delivering projects and programmes, what problems you expect.
