This document discusses establishing a value-adding Project Management Office (PMO) at an NHS Clinical Commissioning Group (CCG) in East Surrey. The CCG implemented a new PMO to improve project governance and oversight after an external audit recommended improvements. The PMO treated itself as a new project and designed standard processes, templates and a new project management tool (PM3) to provide automated reporting and free up project managers' time. By establishing visibility, governance and productivity improvements, the PMO aims to add value by supporting project managers rather than being an administrative burden.