It is common for a newly established PMO to have a primarily supportive role in its early stages, moving into a more controlling and potentially a directive role as it gains in experience, credibility and successfully gets “runs on the board”.

Its primary function should initially be to develop and put in place appropriate delivery processes and systems, and to assist, support and manage project deliverers to work to, and within, these processes.

The formation of a PMO is usually driven by a recognition of need, often related to specific projects or programmes of work. There may be expectations and assumptions that a newly formed PMO has an immediate Directive role in relation to such projects, with responsibility and accountability for delivery of these projects transferred immediately into the PMO.

Typical pressures on a newly formed PMO team can result from a number of factors, such as:

• time pressures – a PMO may be required / expected to commence operations immediately, without the opportunity to first develop and implement proper PM processes,
• competing pressures and priorities exerted from parties within the parent organisation whose expectations are varied,
• resource shortage – a newly formed PMO can be seen as the “answer to all problems” with undue volumes of project delivery work offloaded onto them – this can impede their core function of developing their systems and processes.
• Lack of buy-in – people generally do not like change, particularly when they have always done things a certain way – the introduction of new thinking and processes needs to be carefully considered and managed, to ensure it is seen as beneficial to the parties who will be using it.

Whether driven by an immediate need, or as a planned long-term evolution, it must be clear where accountability for delivery lies for the various capital programmes and projects in a client’s portfolio. It may not be realistic to expect a new PMO to take over, and be fully responsible for, all project related issues from its outset. Rather this should be a considered and planned transition as the PMO and its processes become established.

Mid-term goals for a new PMO should be to adopt a more controlling approach and authority, with oversight and monitoring functions to ensure processes are followed, and consistency is achieved, across all departments within the parent organisaiton that are responsible for delivering projects. With this comes increased accountability for delivery. This cannot be implemented however without first developing the systems and reporting protocols.

Long term, there may be aspirations for the PMO to move towards being a Directive PMO, and to take direct responsibility for the delivery of all major capital works projects for both the parent organisation and potentially also other authorities or customers.

The transition from one governance model to another is not always black and white – indeed it is both common and likely that the PMO will hold Controlling or Directive authority for some projects while providing a Supportive role to other parts of the organisation.

Managing the expectations of stakeholders is key to maintaining their buy-in and preventing them from becoming frustrated and disenfranchised. Clear communication to all parties regarding the PMO’s establishment and intended function, together with expected timelines for the roll-out and implementation of PMO systems, can help to alleviate some of these concerns.

The flowchart below illustrates a typical staged development process for a PMO