Traditionally, a project management office (PMO) was a management structure and knowledge repository used to address a specific issue. These came in all forms like, say, the application of standardized project governance processes across all projects in a department or organization. Not much, essentially, has changed.
Once the mission of the PMO is agreed, it’s recommended it should be assessed annually. If significant organizational changes take place – e.g. if your company grows rapidly – the mission should be revisited more regularly. A commitment to improving these templates and processes will result in your PMO evolving, maturing and becoming a driver of strategic business alignment.
There are many benefits to having mature PMO processes in place. According to the Pulse of the Profession survey, which is published by the Project Management Institute (PMI), organizations that align their enterprise-wide PMO to strategy had 38% more projects meet original goals and business intent compared to those who did not. They also had 33% fewer projects deemed failures. These are significant markers.