According to the PMBOKGuide, a Project Management Office (PMO) is an organizational structure that standardizes the project-related governance processes and facilitates the sharing of resources, methodologies, tools, and techniques.
* Strategic Alignment: The primary function of a PMO is to ensure that projects are not just completed, but that they are the right projects to meet the organization ' s strategic goals. This involves high-level prioritization and ensuring that the portfolio of projects aligns with business objectives.
* Types of PMOs:
* Supportive: Provides templates, best practices, and training (Low control).
* Controlling: Provides support and requires compliance with frameworks and tools (Moderate control).
* Directive: Actually manages the projects; project managers report directly to the PMO (High control).
* Coordinated Management: The PMO facilitates the " big picture " view of resources. For example, if two projects need the same specialized engineer, the PMO coordinates that resource to prevent bottlenecks.
* Knowledge Management: PMOs act as a central repository for " Lessons Learned, " ensuring that mistakes made on one project are not repeated on others within the organization.
Comparison with other options:
* B. To coordinate and manage the procurement...: While a PMO might provide procurement templates or oversight, the actual administration of procurement and charters is usually handled by the Project Manager or the Legal/Procurement department.
* C. To administer performance reviews...: This describes a Functional Manager or HR Department role.
While a Directive PMO might review a PM, a PMO is not typically a payroll or general personnel office.
* D. To focus on the specified project objectives...: This is the primary function of a Project Manager.
The PMO focuses on the system of projects and the standardization of management, whereas the PM focuses on the specific scope, schedule, and cost of their assigned project.