The PMO charter template is designed to set the foundation for establishing a project management office, detailing its scope, goals, and responsibilities. It outlines the framework for effective project management within the organization, emphasizing the necessity of executive sponsorship and defined objectives to enhance efficiency. Key elements include a governance structure, risk identification, a communication plan, and decision rights to guide the PMO's operations.

1. PMO Charter Template
Purpose
Use the PMO Charter Template to establish a clear scope, goals, metrics, decision rights,
and executive sponsorship of the Project Management Office.
Be sure to customize this template accordingly. When required, delete the sample text
provided and fill in the blanks with information that is directly related to the project.
This template has been pre-populated. Change, delete, or add to the example as required.

2. [Company Name]
Project Management Office Charter
By
[Enter Name Here]
For
[Enter Name Here]
Effective Date:
Document Owner:
Version:
Version Date Revision / Description Author:
Approval:
Approver Title:
Approval Date:

3. Table of Contents Page
1. Overview 4
2. Description 4
2.1 Purpose
2.2 Background
2.3 Scope
2.4 Vision
2.5 Mission
2.6 Timeline
3. Objectives 6
4. Structure & Governance 7
5. Process & Responsibilities 8
6. Key Success Factors 9
7. Risk Identification 10
8. Communication Plan 11
9. Decision Rights 11
10. Funding 12
11. Approval 12

4. 1. Project Overview
The following table includes basic information that is associated with the PMO project.
Please contact the program manager or the executive sponsor with any additional
questions or comments.
Project Title Project Management Office (PMO)
Executive Sponsor Jane Doe, Vice President
Jim Thompson, Director
Program Manager
(Email) jimthompson@abc-company.com; (Phone) +1 (555) 555-5555
Tim Smith
Bob Park
Jill Smith
Project Team Members Ted Donahue
Amanda Hunter
Dan Lees
Lauren St. Esprit
Project Start Date October 1, 2013
2. Project Description
2.1 Purpose The Project Management Office (PMO) has been created to serve the
“ENTER PROGRAM NAME” within the “ENTER BUSINESS UNIT” of
“ENTER COMPANY NAME.”
The purpose of the PMO is three-fold:
1. Maintain the project management methodology
2. Track the program status and performance
3. Provide coaching and mentoring to Project Mangers

5. 2.2 Background Identify the need for a PMO here.
According to a recent research study led by PM Solutions, PMOs are
now commonplace: in 2012, 87% of survey respondents have a PMO
compared to 84% in 2010. Furthermore, 40% of survey respondents that
don’t currently have a PMO plan to implement one within a year.
Although mid-size and large companies are more likely to have a PMO
than small companies, the biggest growth in companies, by far, was in
small companies — 73% of small firms now have PMOs compared to
48% in 2010. Over 90% of mid-size and large companies have PMOs.
What’s driving the PMO?
1. Late and over budget projects
2. Need for consolidated project reporting
3. Increase in PM workload
4. Increasing complexity of projects
2.3 Scope There are three basic organizational styles for a project management
office: The project repository, the project coach model and the
enterprise project management office. Based on your goals &
objectives, select the style that’s right for you and document what is in
scope and explicitly state what is not in scope.
This document describes the “COMPANY XYZ” PMO Framework (the
Framework). The Framework is to be used by all “COMPANY XYZ”
employees & contractors to introduce consistency in the way
“COMPANY XYZ” projects are proposed, approved, managed,
measured and maintained.
The Framework is subject to modifications and amendments from time
to time as required. Please be sure to check back frequently for
updates. This document is not the project plan for implementing the
PMO, but instead a statement of the PMO’s function.

6. 2.4 Vision Enter the vision of your PMO here.
Involve key stakeholders in the process if possible.
2.5 Mission Enter your PMO mission statement here.
Describes what the PMO does, how it is done, and for whom. It is a
very general statement, usually aligning the PMO to the value it
provides to the business.
2.6 Project Timeframe Start Date: October 1, 2013
End Date: This initiative is ongoing and will be evaluated quarterly.
3. Objectives
In order to ensure the success of your PMO, you will need to set S.M.A.R.T objectives
(Specific, Measurable, Attainable, Realistic and Timely).
The five main objectives of the PMO are:
1. Create a more robust project management methodology by the end of Q4
2. Enhance the performance measurement process by the end of Q4
3. Improve resource planning and forecasting by the end of Q4
4. Provide coaching and mentoring to all PMs by the end of Q4
How will success be measured? (Insert KPIs Here)
 % increase in the level of interaction and support of vision and mission
 Successful implementation and use of monitoring tools
 % decrease in schedule and budget overruns
 Increase in the quantity and quality of project planning documents
 Accuracy of time and cost estimates
 # of PMs in coaching and mentoring program

7. 4. Structure & Governance
The Executive Sponsor is responsible for overseeing the PMO at the program level and is
responsible for ensuring that the PMO meets its objectives by providing direction, support
and resources. He/she should be considered the PMO champion and is therefore
responsible for providing an escalation remedy, approving major scope changes, and
approving the PMO Charter.
The governance structure of the PMO is depicted in the diagram below:
Executive Sponsor
Jane Doe
Program Manager
Jim Thompson
Tim Smith Bob Park
Risk Manager PMO Manager
Jill Smith Jack Lewis
Resources & Budget Methodology Support
Ted Donahue Dan Lees
Training Coordinator Communications
Amanda Hunter Lauren St Esprit
Contracts Administrator Reporting
The structure identifies the roles and responsibilities of individuals and groups that
participate in the day to day and strategic decision making required for the development,
management and administration of the PMO.

8. Project stakeholders are all of the people who have a vested interest in the project, yet are
not involved in the day-to-day operations of the PMO.
Stakeholder Frequency Method Purpose
Project Managers Weekly Meeting  Discuss project progress,
issues, etc.
 Preliminary metrics and
evaluations.
 Rating relative effectiveness.
Program Manager Monthly Meeting  Provide complete project
update.
 Get feedback from the team.
 Control costs.
 Adjust strategy as necessary.
Other Stakeholders Enter Frequency Enter Method  Enter Purpose
Any employee wishing to make representation in the PMO shall be required to provide the
following to the Executive Sponsor:
 Their name, address and telephone number;
 Details of why they wish to become a member; and
 Whether they are speaking on their own behalf or also representing the views of
others.
5. Process
The PMO will implement a process that will allow project issues to be raised to higher
authorities for timely resolutions.

9. An escalation process ensures that the next level of management is informed (within a
specific amount of time) if an issue cannot be resolved at a lower level. In this function, the
PMO will act as a third party by escalating issues based on the following criteria:
1. PMO Standards are not being enforced (Project Management Methodologies)
2. Request for escalation by a Project Manager
3. The PMO identifies an adverse risk to a project
As a third party, the PMO will attempt to arbitrate issues prior to escalating to the next
level in the chain. If a remedy is not possible, the issue will be escalated and documented
by the PMO.
6. Key Success Factors
What are the key success factors for the PMO (i.e. the factors that are a necessary
condition for success of the PMO)?
 Committed team members
 Executive Buy-In
 Adequate resource allocation
 Adequate project time allowance
 Strong project management infrastructure
 Standardized project management methodology
 Ability to measure and report

10. 7 – Risk Identification
What are some of the risks that may be encountered during the project? Indicate high
level mitigation strategies. (Note: A risk is defined as anything that could potentially affect
the success of the project).
The following are a few examples of some of the risks the project may experience. Add
and delete rows and examples as they fit to the organization.
Risk Category Probability Risk Mitigation Strategy
Project Team Medium Project team does not  Ensure personnel have clear
Adoption want to use the Project directives and are fully
Management Office. committed to the project
before it gets underway
Lack of Executive Low Executive team does not  Ensure buy-in by building a
Buy-In support the Project solid business case for the
Management Office. PMO.
Insufficient Medium The human and financial  Use the business case and
Resource resources that are other templates in the
Allocation required to successfully Demand Metric toolkit to
launch the do not exist. justify your decisions and to
obtain the resources that you
need.
Inadequate Project Low The Project  Develop a process for
Management Management feedback and participation
Methodology Methodology is missing amongst project managers.
key components.  Encourage sharing of existing
resources and refine existing
tools.

11. 8. Communication Plan
Provide an outline of the high-level communications plan. Specific dates are not required.
Process Group Deliverables Frequency Recipients
 Project Manager,
Plan Project Schedule Weekly Program Manager,
Executive Sponsor
Status Report
 Program Manager,
Change Log
Execute Weekly Project Manager
Risk Log
Issue Log
Performance Report  Executive Sponsor,
Control Project Metrics Weekly
Program Manager
Dashboard
9. Decision Rights
To support the timeline of the PMO and respect executive time, the program manager has
decided on the following decision rights procedure:
1. Any e-mail or voicemail sent to the executive sponsor that requires a go or no-go
decision will specify a decision date or time within reasonable limits.
2. A non-answer from the project sponsor by the specified date or time will imply
approval and the project may continue.
3. If the executive sponsor does not agree or requires further clarification, he/she must
contact the program manager within the specified timeline.

12. 10. Funding
Funding will generally depend on the scope of the PMO. A few considerations might
include overhead, budget allocation, self-funding, fixed allocation, charge back or fee-for
service charge and direct.
Decide on a funding model and add all relevant information to this section.
11. Approval
___________________________________ _______________________________
Project Approver Signature Date
___________________________________ _______________________________
Executive Sponsor Signature Date
___________________________________ _______________________________
Program Manager Signature Date