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PMO - Detail
A PMO should act as an information hub for the Programmes/Projects it supports. Ideally a PMO will add value to these Programmes and Projects through the knowledge, experience and skills of its staff. The PMO has a key role to play in coordinating Programme/Project assurance activities including the scheduling of Gateway Reviews (if appropriate). Resourcing the PMO will depend on the size and capabilities of the organisation and the specific remit it decides the PMO should have. The degree of value-added service the PMO provides will vary and usually falls into one of the four levels illustrated below.
| PMO Level | Type of Services |
|---|---|
| 1 | The first level PMOs will have a mainly administrative role with a primary focus on requesting, collating and reporting Programme/Project information for senior managers |
| 2 | Second level PMOs will add some services around providing basic best practice advice & guidance as well as resources such as standards & templates for common documents or processes |
| 3 | If the skills and expertise exist, it may be possible for a third level PMO to function. This will provide specialist Programme/Project consultancy in areas such as Business Case, Risk Management or Benefits Realisation or even some short-term Programme/Project management input. It also opens up the possibility of providing specialist input on methods (eg PRINCE2, MSP etc) and tools (eg MS Project) |
| 4 | Rarely, a top level PMO may emerge which occupies a strategic position within the organisation. It may have Board level representation and a key role in direction setting, planning and challenge on matters of organisational change and service delivery |
Guidance on setting up a PMO can be found in a number of sources. The Office of Government Commerce (OGC) has introduced the Portfolio, Programme, Project Office (P3O) methodology setting out best practice for Programme and Project management offices. The Centre of Excellence (CoE) for Delivery in Central Procurement Directorate (CPD) has produced a PMO Practitioner Essentials document which provides advice and guidance for setting up and running a PMO. The CoE has also established a PMO Community of Interest for Northern Ireland (NI) public sector practitioners. The Programme & Project Support Office Special Interest Group (PPSOSIG) is an organisation which is run with a specific focus on PMO activities and is a potential source of good quality information, as is the Association of Project Management (APM).
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