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PMO 
Frameworks 
In-Depth Report
2 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
FOREWORD 
Colleagues, 
The role of the Project Management Office (PMO) in organizations continues to be a topic of great interest to project 
management practitioners. As organizations mature their project, program, and portfolio management practices to 
better align work with strategic goals, to support effective stakeholder communication and collaboration, to develop 
talent, and to place a focus on realizing value from organizational investments through effective benefits realization 
management, the PMO has many potential roles to play as a contributor to advancing these important topics. Yet, for 
many organizations a struggle exists to define the PMO role, to position the PMO for long-term success, and to leverage 
the PMO to support achievement of the organization’s strategic objectives. While no two PMOs are created equal, it is 
clear that the role of the PMO is expanding in many organizations and that for many others there is a strong desire to 
expand the PMO role to be much more strategically focused through expanded scope of responsibility and partnering 
with business leaders to advance important organizational objectives. 
As a PMO practitioner, I am personally very excited to see the publication of this PMO Frameworks report as it 
represents an important starting point for formalizing PMO roles and responsibilities, understanding how PMOs are 
leveraged in organizations today, and identifying good practices that practitioners can leverage as the basis for maturing 
an existing PMO, starting a new PMO, or revitalizing an existing PMO. While it is likely that no PMO will perfectly fit 
into one of the frameworks described, the general practices described by this document, and supported by quantitative 
research, provide an excellent starting point for understanding the types of PMOs that generally exist today and how 
these PMOs create value. By using the information contained here, practitioners can gain additional perspective on the 
general frameworks of PMOs that exist in practice today, the domains of activities that they undertake, and how these 
activities contribute to PMO success. This PMO Frameworks report provides strong support of the important role of 
PMOs in helping organizations achieve business success through effective project, program, and portfolio management 
practices ; excellent guidance to help practitioners understand the types of good practices that are in use in PMOs 
today; and how adopting these practices can enhance the processes and methodologies within an organization’s PMO. 
It is noteworthy that this report is intended as a helpful guide for practitioners and with extensive input from a variety 
of PMO practitioners, whose unique perspectives on how PMOs are leveraged in their own organizations adds a diverse 
and unique practitioner focus to the work. As a member of the volunteer team initially chartered with developing the 
PMO Frameworks model, I can personally attest to the tremendous expertise and collegiality that was assembled to 
support this work. The Project Management Institute should be commended for recognizing the need for this report and 
investing in the resources required to bring it to publication. 
I believe that this report will be a foundational contribution to understanding the current state of PMO practice as well 
as for assisting practitioners to develop the next generation of PMOs. The PMO Frameworks report provides a useful 
framework for practitioners to consider in the context of their own PMO as well as a basis for further work to expand 
our understanding of how to enhance the PMO’s business value. Every PMO must chart its own path—let this guide be 
your starting point for understanding how to chart your PMO’s path to long-term success. 
With best regards, 
Craig Letavec, PMP, PgMP 
Vice-Chair, PMI Program Management Office Community of Practice
©2013 Project Management Institute, Inc. 3 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
We would like to recognize the efforts put forth by PMI’s PMO Community of Practice 
(CoP) in forging the building blocks, which was the starting point for the workshop. The 
PMO Community of Practice team was instrumental in developing the “first draft” of 
the definitional configurations and the key workflows, which ultimately got hashed 
out by the workshop team of Subject Matter Experts (SMEs). Instrumental in refining 
the configurations, we would like to sincerely thank all of our SMEs for their time and 
dedication. The list of attendees (in alphabetical order) is as follows: 
zzMonique Aubrey, Professor and Author, University of Quebec in Montreal 
zz Terry Doerscher, PMO/PPM Consultant, YourProject Office and BOT International 
zz Folake Dosunmu, Sr. Project Management Consultant, Otsuka America Pharmaceutical 
zzDarlene Fladager, Project & Program Management Leader, PHT Corporation 
zz Jim Furfari, Enterprise Project Office Senior Project Manager, Colorado Springs Utilities 
zz Pawla Ghaleb, Senior Project Manager, ICF International 
zzMichael Kaplan, Founder of SoftPMO™ Solutions, SoftPMO Solutions Consulting 
zz Terri Knudson, Director of EPMO, Mayo Clinic 
zz Craig Letavec, Director and Head of PMO, Risk, Quality, and Security, Atos International
4 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
INTRODUCTION 
In late 2012, as part of a broader thought leadership initiative on PMOs, PMI conducted exploratory research 
to understand the issues encountered with building, managing and operating a PMO. One of the overarching 
discoveries from this exploratory work was that many are challenged with some of the most basic notions 
about a “PMO:” What do the letters actually stand for? What kinds of PMOs exist? What are the functions 
of the various types? Who do PMOs report to? Surprisingly, the very same questions existed at all levels 
of management from executive level leaders in charge of entire global organizational project and program 
management operations to line managers in charge of operating the single function, divisional or departmental 
PMO. Despite the abundance of existing—and helpful—literature on the subject that we reviewed, there 
was little consensus around many of the very basic issues. So one of the goals of the effort was to develop a 
foundational starting point that we can all build upon. PMI, as the leading global project management body and 
in working with its partners, put forth this effort with the aim to continue evolving this work over the next few 
years to refine our understanding and thinking on PMOs. 
PMI set out to define and understand the PMO and then create standardized definitions to set a stake in the 
ground on the meaning of the actual terms having to do with a project, program or portfolio management 
office. But it’s more than just the terms themselves; it’s also about the situational constructs of the various 
management offices operating in different contexts that consider things like purpose, form, role, mission, make-up, 
etc. For instance, what does an enterprise PMO look like versus a divisional PMO for IT, what is the optimal 
team size of each, who should each report to, and what other facets should be considered? 
This Pulse of the ProfessionTM: PMO Frameworks report complements the Pulse of the ProfessionTM In-Depth 
Report: The Impact of PMOs on Strategy Implementation report by comparing the methods, services and 
processes used by the various types of PMOs and highlights the performance and value each framework delivers. 
The reports enable PMOs to benchmark themselves against measured criteria and identify areas of focus to help 
measure and demonstrate value to the organization.
©2013 Project Management Institute, Inc. 5 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
Phase I: TACKLING THE CHALLENGE OF 
DEFINING THE PMO 
The first objective of the PMO Frameworks project was to form a foundational understanding of the most 
common types of PMOs. To do this, PMI identified and brought together SMEs who have spent much of their 
professional careers managing, operating and building different kinds of PMOs in different settings and contexts. 
The SMEs were brought together in an intensive one-day workshop where the group was tasked with working 
together to develop descriptive profiles (or frameworks) of the most prevalent PMO types. 
Specifically, the intent of the workshop was to: 
1. Identify and reach a consensus on the most prevalent PMO frameworks in practice today, 
2. Establish and define the variety of PMO practices (i.e., domains and enablers), and 
3. Develop the framework profile of each PMO configuration by identifying practices associated with the 
PMO’s purpose and mission. 
This first phase served as a foundational understanding that would later be tested with quantifiable measures via 
a survey. Thus, based on the input from the team of SMEs invited to the workshop, the goal was to develop 5 to 7 
PMO configurations that practitioners could relate to within their own personal context stemming from their day-to- 
day jobs.
6 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
Phase II: REFINING THE FRAMEWORKS 
Once the foundational configurations (i.e., the ”frameworks”) were completed by the SMEs in Phase I, they were 
then transposed into the ”Pulse of the PMO” survey that helped further develop the underlying constructs of 
each framework. Specifically, the function and configuration of PMOs refine our understanding by the greater 
[statistically significant] masses. In order to do this, survey respondents (people who operate/run/manage a PMO) 
identified the framework that best matched their actual PMO and responded to questions on form, function, 
capabilities and performance related specifically to that PMO. 
Below are the five PMO Frameworks that the SMEs identified, which the majority of the survey respondents 
(53%) said matched perfectly/very close to the actual functions of the PMO in which they work. Another 43% said 
the PMO descriptions somewhat describes the functions, whereas only 4% said there was not a good description. 
Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO 
Provides project-related services to support a business unit or division within an organization including, 
but not limited to, portfolio management, governance, operational project support and human resources 
utilization. 
Project-Specific PMO/Project Office/Program Office 
Provides project-related services as a temporary entity established to support a specific project or program. 
May include supporting data management, coordination of governance and reporting, and administrative 
activities to support the project or program team. 
Project Support/Services/Controls Office or PMO 
Provides enabling processes to continuously support management of project, program or portfolio work 
throughout the organization. Uses the governance, processes, practices, and tools established by the 
organization and provides administrative support for delivery of the project, program or portfolio work 
within its domain. 
Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO 
The highest-level PMO in organizations having one, this PMO is often responsible for alignment of project 
and program work to corporate strategy, establishing and ensuring appropriate enterprise governance, and 
performing portfolio management functions to ensure strategy alignment and benefits realization. 
Center of Excellence/Center of Competency 
Supports project work by equipping the organization with methodologies, standards and tools to enable 
project managers to better deliver projects. Increases the capability of the organization through good 
practices and a central point of contact for project managers.
©2013 Project Management Institute, Inc. 7 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
The following are the domains of work, i.e., the things that PMOs do, which the survey respondents aligned as 
their PMO’s primary and secondary workstreams: 
Standards, Methodologies and Processes 
Methodology definition; metrics definition; process development and improvement 
Project/Program Delivery Management 
Define the business goals; resource management; schedule/cost/scope management; business realization 
management; risk management; stakeholder management; communications; project integration 
Portfolio Management 
Prioritization; strategic alignment; portfolio reporting; resource management allocation; opportunities and 
investment analysis; risk management; benefits realization tracking/reporting 
Talent Management 
Training, career paths, career development, capability/skills development and certifications/qualifications/ 
credentials 
Governance and Performance Management 
Performance reporting; issue escalation; information distribution; metrics/KPIs; compliance; financial 
management; PMO performance management 
Organizational Change Management 
Customer/stakeholder satisfaction; managing resistance; readiness assessment; stakeholder management; 
communications 
Administration and Support 
Tools (provisioning/implementation/support); consulting; IT/IS support 
Knowledge Management 
Defining knowledge management policies, managing intellectual collateral/property, lessons learned, 
content management and collaboration 
Strategic Planning 
Confirming strategic priorities; defining business goals and aligning to initiatives; environmental scanning; 
opportunity analysis 
The table on the following page illustrates the key descriptive and performance criteria in a side-by-side 
comparative view to highlight the differences across the five different PMO Frameworks. Following the 
comparative table are the five Framework descriptions, including more pertinent information on each.
8 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
(NOTE: See the Appendix to read the questions used in the survey, which will help to provide context on each of the criteria.) 
Criteria 
PMO Framework Type 
Study 
Average 
Org Unit 
PMO 
Project 
Specific 
Project 
Support 
EPMO CoE 
Customer Mix: (% mean) 
Internal stakeholders 
(vs.) 
External client facing 
48% 
52% 
47% 
53% 
42% 
59% 
46% 
54% 
53% 
47% 
47% 
53% 
Project Management Maturity: 
High: 
Med: 
Low: 
14% 
50% 
36% 
11% 
54% 
35% 
24% 
49% 
27% 
10% 
49% 
42% 
15% 
48% 
37% 
16% 
43% 
41% 
Average number of projects completed 
in excess of $250K: (mean) 42 40 42 27 51 57 
Estimated value of projects 
completed by this PMO: (mean) $100M $113M $102M $81M $87M $151M 
Estimated financial value 
(revenue/cost reductions) 
delivered by this PMO: (mean) 
$71M $58M $90M $64M $89M $48M 
Number of employees by type: 
Project managers: 
Managers: 
Project staff: 
Other: 
16 
3 
26 
12 
19 
2 
26 
14 
9 
3 
36 
7 
17 
3 
21 
10 
14 
3 
25 
6 
22 
3 
22 
38 
Percentage of project managers that… 
Are PMP credential holders: 
Hold other project management certifications 
and credentials: 
Are contract employees: 
43% 
34% 
49% 
43% 
31% 
49% 
38% 
28% 
58% 
35% 
32% 
49% 
55% 
39% 
44% 
33% 
39% 
55% 
PMO reports to: 
CEO: 
Other C-suite: 
Division VP/Director: 
19% 
12% 
33% 
13% 
14% 
42% 
31% 
1% 
36% 
22% 
9% 
34% 
18% 
20% 
20% 
16% 
14% 
30% 
Reporting frequency of PMO progress: 
Weekly: 
Monthly: 
Quarterly: 
33% 
41% 
14% 
37% 
42% 
12% 
44% 
33% 
14% 
28% 
46% 
10% 
30% 
40% 
17% 
21% 
50% 
21% 
Number of employees in the organization 
that the PMO operates: 
< 1,000 
1,000–5,000 
5,000–50,000 
> 50,000 
34% 
25% 
28% 
13% 
25% 
29% 
29% 
17% 
49% 
14% 
22% 
15% 
45% 
24% 
24% 
7% 
28% 
30% 
29% 
13% 
31% 
22% 
39% 
8% 
Highest across the Frameworks Lowest across the Frameworks Highest in that Category
©2013 Project Management Institute, Inc. 9 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
Criteria 
PMO Framework Type 
Study 
Average 
Org Unit 
PMO 
Project 
Specific 
Project 
Support 
EPMO CoE 
Routine involvement of PMO in each phase 
of strategic management: 
Project implementation: 
Project delivery and integration: 
Results monitoring and assessment: 
Project ID and prioritization: 
Project alignmt w/strategic objectives: 
Strategy formulation: 
73% 
62% 
61% 
49% 
42% 
32% 
76% 
66% 
54% 
49% 
37% 
26% 
73% 
65% 
64% 
50% 
37% 
39% 
69% 
56% 
64% 
43% 
33% 
28% 
75% 
62% 
66% 
57% 
58% 
41% 
64% 
51% 
60% 
30% 
28% 
24% 
PMOs potential to contribute business 
value to the organization is… 
Fully/almost fully realized: 
Partially realized: 
Not at all realized: 
33% 
62% 
5% 
28% 
68% 
4% 
45% 
51% 
4% 
32% 
61% 
7% 
35% 
63% 
2% 
32% 
54% 
14% 
Percentage of projects that successfully met 
original goals and business intent: 69% 70% 73% 68% 66% 73% 
Percentage of projects that finished within 
their initial budget: 64% 66% 70% 58% 61% 68% 
Percentage of projects that finished within 
their initially scheduled times: 58% 59% 68% 54% 57% 56% 
Considered High Performers (80%+ of 
projects met original intent/budget/time): 19% 18% 29% 17% 15% 24% 
PMO’s effectiveness in meeting 
its primary purpose: 
Extremely/very effective: 
Somewhat effective: 
Not too/at all effective: 
42% 
53% 
5% 
42% 
52% 
6% 
45% 
45% 
10% 
30% 
66% 
4% 
46% 
51% 
3% 
46% 
46% 
8% 
Functional reporting area of the PMO 
(top 3 functions shown): 
Project management department/PMO: 
Operations: 
IT or IS: 
33% 
29% 
28% 
28% 
29% 
32% 
41% 
24% 
25% 
32% 
28% 
29% 
34% 
32% 
25% 
41% 
30% 
19% 
Highest across the Frameworks Lowest across the Frameworks Highest in that Category
10 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
I. Organizational Unit PMO/Business Unit PMO/Divisional 
PMO/Departmental PMO 
Description: The Organizational Unit PMO supports the organizational unit strategy by providing PMO 
services—including, but not limited to, portfolio management, governance, and operational project support— 
to a specific organizational unit. This PMO may also provide appropriate information to other PMO entities 
as part of organizational governance and may be responsible for the consolidated reporting for the projects, 
programs, and portfolios within its domain. 
% WHO HAVE THIS PMO IN THEIR ORGANIZATION: 54% 
1. Primary Functions Performed (top 3 listed with % responding): 
1a. Project/Program Delivery Management: 46% 
Services provided routinely (top 5 listed with % responding): 
1. Schedule/cost/scope management. . .77% 
2. Communications. . .75% 
3. Resource management . 63% 
4. Project integration. . 60% 
5. Risk management. . 58% 
1b. Standards, Methodologies, Processes: 15% 
Services provided routinely (top 3 listed with % responding): 
1. Methodology definition. . .72% 
2. Process development and improvement. . 69% 
3. Metrics definition. . .51% 
1c. Portfolio Management Prioritization: 15% 
Services provided routinely (top 3 listed with % responding): 
1. Portfolio reporting . 66% 
2. Prioritization . 52% 
3. Resource management allocation. . 49% 
2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 
1. Project delivery vs. schedule evaluations. . .75% 
2. Customer feedback evaluations. . 68% 
3. Project cost vs. budget evaluations. . 65% 
4. Formal evaluations of project managers . 56% 
5. Formal evaluations of PMO staff. . 54% 
3. Primary focus/industry of the PMO (top 3 listed with % responding): 
1. Information Technology. . .12% 
2. Healthcare. . 11% 
3. Consulting and Financial Services . 10% (each)
©2013 Project Management Institute, Inc. 11 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
II. Project-Specific PMO/Project Office/Program Office 
Description: The Project Office provides a range of project or program support services as a temporary 
entity established to support a specific project or program. These services may include supporting data 
management, coordination of governance and reporting, and administrative activities to support the project 
or program team. The project office may coordinate with other PMO entities to support organizational 
governance requirements, to provide project or program artifacts, and to facilitate knowledge management 
activities. The project office typically does not exist beyond the lifespan of the project or program it supports. 
% WHO HAVE THIS PMO IN THEIR ORGANIZATION: 31% 
1. Primary Functions Performed (top 3 listed with % responding): 
1a. Project/Program Delivery Management: 46% 
Services provided routinely (top 5 listed with % responding): 
1. Schedule/cost/scope management. . .91% 
2. Communications. . .74% 
3. Resource management . .74% 
4. Project integration. . .71% 
5. Risk management. . 69% 
1b. Standards, Methodologies, Processes: 16% 
Services provided routinely (top 3 listed with % responding): 
1. Methodology definition. . 67% 
2. Process development and improvement . 65% 
3. Metrics definition. . 49% 
1c. Governance and Performance Management: 11% 
Services provided routinely (top 3 listed with % responding): 
1. Performance reporting. . .74% 
2. Information distribution . 69% 
3. Issue escalation. . 69% 
2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 
1. Project delivery vs. schedule evaluations. . 69% 
2. Project quality evaluations. . 68% 
3. Customer feedback evaluations. . 68% 
4. Project cost vs. budget evaluations. . 63% 
5. Project owner feedback evaluations. . 56% 
3. Primary focus/industry of the PMO (top 3 listed with % responding): 
1. Information Technology. . .21% 
2. Consulting . .13% 
3. Telecommunications . 11%
12 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
III. Project Support/Services/Controls Office or PMO 
Description: The Project Support Office provides enabling processes to support the management of 
project, program or portfolio work. It utilizes the governance, processes, practices, and tools established by 
the organization and provides administrative support for the delivery of the project, program or portfolio 
work within its domain. When appropriate, it may also develop tools and practices to specifically support 
a particular project effort. Additionally, it may support mentoring, training, and certification activities for 
project managers within its area of responsibility. 
% WHO HAVE THIS PMO IN THEIR ORGANIZATION: 44% 
1. Primary Functions Performed (top 3 listed with % responding): 
1a. Project/Program Delivery Management: 47% 
Services provided routinely (top 5 listed with % responding): 
1. Schedule/cost/scope management. . 73% 
2. Communications. . 73% 
3. Project integration. . 69% 
4. Risk management. . 59% 
5. Resource management . 48% 
1b. Standards, Methodologies, Processes: 19% 
Services provided routinely (top 3 listed with % responding): 
1. Process development and improvement . 69% 
2. Methodology definition. . 66% 
3. Metrics definition. . 46% 
1c. Portfolio Management Prioritization: 12% 
Services provided routinely (top 3 listed with % responding): 
1. Portfolio reporting . .51% 
2. Risk management. . 46% 
3. Prioritization . .41% 
2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 
1. Project delivery vs. schedule evaluations. . .77% 
2. Customer feedback evaluations. . 63% 
3. Project cost vs. budget evaluations. . 63% 
4. Formal evaluations of project managers . 53% 
5. Stakeholder feedback evaluations. . 48% 
3. Primary focus/industry of the PMO (top 3 listed with % responding): 
1. Information Technology. . 22% 
2. Government. . .16% 
3. Manufacturing. . .13%
©2013 Project Management Institute, Inc. 13 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
IV. Enterprise/Organization-wide/Strategic/Corporate/ 
Portfolio/Global PMO 
Description: The Enterprise PMO is the highest-level PMO entity in an organization, often responsible 
for alignment of project and program work to corporate strategy; establishing and ensuring appropriate 
enterprise project, program, and portfolio governance; performing portfolio management functions to ensure 
strategy alignment and benefits realization; and related functions responsible for alignment of initiatives to 
corporate strategy. The Enterprise PMO may facilitate governance at the enterprise level and may incorporate 
strategy development and strategic planning support. The Enterprise PMO may have direct responsibility for 
or influence over other lower-level PMOs. Management of multiple stakeholders and ensuring continuous 
communication are important roles of the enterprise PMO. 
% WHO HAVE THIS PMO IN THEIR ORGANIZATION: 39% 
1. Primary Functions Performed (top 3 listed with % responding): 
1a. Project/Program Delivery Management: 30% 
Services provided routinely (top 5 listed with % responding): 
1. Schedule/cost/scope management. . 73% 
2. Communications. . .71% 
3. Project integration. . 67% 
4. Risk management. . 63% 
5. Resource management . 48% 
1b. Portfolio Management Prioritization: 25% 
Services provided routinely (top 3 listed with % responding): 
1. Portfolio reporting . .77% 
2. Prioritization . 65% 
3. Strategic alignment . 65% 
1c. Standards, Methodologies, Processes: 20% 
Services provided routinely (top 5 listed with % responding): 
1. Methodology definition. . 80% 
2. Process development and improvement . .74% 
3. Metrics definition. . 52% 
2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 
1. Project delivery vs. schedule evaluations. . .74% 
2. Customer feedback evaluations. . 68% 
3. Project cost vs. budget evaluations. . 62% 
4. Performance against financial goals . .57% 
5. Stakeholder feedback evaluations. . .57% 
3. Primary focus/industry of the PMO (top 3 listed with % responding): 
1. Financial Services . .21% 
2. Information Technology. . .14% 
3. Government. . 11%
14 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
V. Center of Excellence/Center of Competency 
Description: The Center of Excellence supports the execution of project work by equipping the organization 
with methodology, standards and tools to enable project managers to better deliver projects. The Center 
of Excellence increases the capability of the organization by implementing good practices and providing a 
central point of contact for project managers. It may provide training, mentoring and capability development 
for people and could also facilitate knowledge management through knowledge capture and information 
distribution. 
% WHO HAVE THIS PMO IN THEIR ORGANIZATION: 35% 
1. Primary Functions Performed (top 3 listed with % responding): 
1a. Standards, Methodologies, Processes: 41% 
Services provided routinely (top 3 listed with % responding): 
1. Process development improvement. . 84% 
2. Methodology definition. . .72% 
3. Metrics definition. . 56% 
1b. Project/Program Delivery Management: 24% 
Services provided routinely (top 5 listed with % responding): 
1. Schedule/cost/scope management. . .51% 
2. Communications. . 50% 
3. Risk management. . 49% 
4. Project integration. . 44% 
5. Resource management . 44% 
1c. Strategic Planning: 14% 
Services provided routinely (top 3 listed with % responding): 
1. Defining business goals and alignment. . .27% 
2. Confirming strategic priorities. . 25% 
3. Opportunity analysis. . 22% 
2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 
1. Project delivery vs. schedule evaluations. . 69% 
2. Customer feedback evaluations. . 69% 
3. Formal evaluations of PMO staff. . 69% 
4. Project cost vs. budget evaluations. . 59% 
5. Internal demand for PMO services . 56% 
3. Primary focus/industry of the PMO (top 3 listed with % responding): 
1. Government. . .16% 
2. Manufacturing. . .14% 
3. Energy. . .14%
©2013 Project Management Institute, Inc. 15 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
SUMMARY 
The PMO Frameworks research undertaken by PMI set out to identify the different configurations of PMOs, 
i.e., Frameworks, in order to learn about their respective missions, goals and objectives as well as how they are 
structured, how they operate, and what they look like. This important first step laid out a basic understanding of 
the current PMO landscape and addressed questions raised by mid- to upper-levels of management responsible 
for developing, reincarnating and managing PMOs. Furthermore, by aligning performance metrics in the delivery 
of business value, the study is able to determine which PMO Frameworks are being more effective via the use of 
methods, services and processes. 
The resulting output from this research, therefore, gives PMO directors and managers the ability to: 
1. Compare their own PMO with a closely matching framework to benchmark against important service 
and performance criteria; and 
2. Learn about best common practices across all the PMO Frameworks and the higher performing PMOs. 
With this information, PMO managers are in a better position to reengineer their provision of services and 
support for executing an organization’s portfolio of projects and strategic initiatives.
16 ©2013 Project Management Institute, Inc. 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
APPENDIX 
Questions used in the survey that help describe the descriptive and performance criteria. 
% who have this PMO in their organization: 
Q4. Which of the following types of PMOs does your organization (all divisions and global locations) currently 
have? Select all that apply. For more detailed descriptions of all PMO types please click here. This is not an 
official PMI typology of PMOs. It has been created solely for the purposes of this survey. 
Primary Functions Performed (top 3 listed with % responding): 
Q10. Please select the primary and secondary areas of focus of your PMO. 
Services provided routinely (top 3 listed with % responding): 
Q11. In this series of questions, indicate the extent to which your PMO provides each of the services specified. 
Please select one answer for each: Routinely/Occasionally/Rarely/Never 
Criteria that the PMO is evaluated on (top 5 listed with % responding): 
Q40. Please indicate the criteria by which your PMO is currently evaluated (Current) and the criteria that 
you feel are or would be most appropriate for evaluation (Recommended), including any currently used 
criteria that you feel are appropriate. Evaluative criteria (e.g., project cost vs. budget) may be examined 
individually or in aggregate. Select all that apply in each column. 
Customer Mix: (% mean) internal stakeholders (vs.) external client facing 
Q21. To what extent is your PMO focused on external, customer-facing projects, as opposed to projects for 
internal stakeholders? % of budget 
Project Management Maturity: High/Medium/Low 
Q22. Project management maturity comprises not only the state of performance within portfolio, program, 
and project management, but also the organization’s evolution toward an improved state as illustrated by 
Standardizing, Measuring, Controlling and Improving (SMCI) its performance. How would you characterize 
the project management maturity of your organization? 
Average number of projects completed in excess of $250K: (mean) 
Q23. How many projects with budgets in excess of $250,000 did your PMO complete in 2012? 
Estimated value of projects completed by this PMO: (mean) 
Q24. What was the total estimated value of projects completed under your PMO in 2012 in terms of budget? 
Estimated financial value (revenue/cost reductions) delivered by this PMO: (mean) 
Q25. What was the total estimated financial value (revenue increases or cost reductions) delivered to the 
organization by the projects completed under your PMO in 2012? 
Number of employees by type: Project managers/Managers/Project staff/Other 
Q27. Indicate the numbers of regular or contract employees of each type in your PMO.
©2013 Project Management Institute, Inc. 17 
PMI’s Pulse of the Profession: PMO Frameworks November 2013 
Percentage of Project Managers that… 
… Are PMP credential holders: 
Q28. What proportion of your project managers are PMP credential holders? 
…Hold other project management certifications or credentials: 
Q29. What proportion of your project managers have project management certifications or credentials other 
than the PMP credential? 
…Are contract employees: 
Q30. What proportion of your project managers are contract employees? 
PMO reports to: 
Q33. To whom in your organization do you report? 
Reporting frequency of PMO progress: 
Q42. How often do you report on the progress of your PMO? 
PMOs effectiveness in meeting its primary purpose: 
Q45. Overall, how would you rate the current effectiveness of your PMO at meeting its primary purpose? 
Extremely effective/Very effective/Somewhat effective/Not too effective/Not at all effective 
Involvement of PMO in each phase of strategic management: 
Q52. Please characterize the involvement of your PMO in each of these phases of strategic management. 
Routinely/Occasionally/Rarely/Never 
PMOs potential to contribute business value to the organization is… Fully or almost fully realized/ 
Partially realized/Not at all realized: 
Q55. Would you say that the potential of your PMO to contribute business value to the organization is being: 
Fully realized/Almost fully realized/Only partially realized/Not at all realized 
Percentage of projects that successfully met original goals and business intent: 
Q62. In your estimation, what percentage of the projects completed within your organization in the past 12 
months successfully met the original goals and business intent of the project? 
Percentage of projects that finished within their initial budgets: 
Q63. In your estimation, what percentage of the projects completed within your organization in the past 12 
months finished within their initial budgets? 
Percentage of projects that finished within their initially scheduled times: 
Q64. In your estimation, what percentage of the projects completed within your organization in the past 12 
months finished within their initially scheduled times? 
Functional reporting area of the PMO: 
Q69. Which of these best describes the functional area to which you report within your organization? 
Considered High Performers (80%+ of projects met original intent/budget/time): 
NOTE: This was not a question to the respondents but an algorithm based on the three performance metrics to 
create a definition for “high performers.”
Beijing | Bengaluru | Brussels | Buenos Aires | Dubai | Lelystad | Mumbai | New Delhi 
Philadelphia | Porto Alegre | Rio de Janeiro | Shenzhen | Singapore | Washington, D.C. 
PMI.org | pulse@pmi.org | #PMIpulse 
Project Management Institute 
Global Operations Center 
14 Campus Blvd 
Newtown Square, PA 19073-3299 USA 
Tel: +1 610 356 4600 | Fax: +1 610 356 4647 
Email: customercare@pmi.org 
©2013 Project Management Institute. All rights reserved. “PMI”, the PMI logo, “Making 
project management indispensable for business results” and Pulse of the Profession 
are marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, 
contact the PMI Legal Department. BRA-107-2013 (11-13) 
Making project management 
indispensable for business results.®

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PMO Frameworks

  • 2. 2 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 FOREWORD Colleagues, The role of the Project Management Office (PMO) in organizations continues to be a topic of great interest to project management practitioners. As organizations mature their project, program, and portfolio management practices to better align work with strategic goals, to support effective stakeholder communication and collaboration, to develop talent, and to place a focus on realizing value from organizational investments through effective benefits realization management, the PMO has many potential roles to play as a contributor to advancing these important topics. Yet, for many organizations a struggle exists to define the PMO role, to position the PMO for long-term success, and to leverage the PMO to support achievement of the organization’s strategic objectives. While no two PMOs are created equal, it is clear that the role of the PMO is expanding in many organizations and that for many others there is a strong desire to expand the PMO role to be much more strategically focused through expanded scope of responsibility and partnering with business leaders to advance important organizational objectives. As a PMO practitioner, I am personally very excited to see the publication of this PMO Frameworks report as it represents an important starting point for formalizing PMO roles and responsibilities, understanding how PMOs are leveraged in organizations today, and identifying good practices that practitioners can leverage as the basis for maturing an existing PMO, starting a new PMO, or revitalizing an existing PMO. While it is likely that no PMO will perfectly fit into one of the frameworks described, the general practices described by this document, and supported by quantitative research, provide an excellent starting point for understanding the types of PMOs that generally exist today and how these PMOs create value. By using the information contained here, practitioners can gain additional perspective on the general frameworks of PMOs that exist in practice today, the domains of activities that they undertake, and how these activities contribute to PMO success. This PMO Frameworks report provides strong support of the important role of PMOs in helping organizations achieve business success through effective project, program, and portfolio management practices ; excellent guidance to help practitioners understand the types of good practices that are in use in PMOs today; and how adopting these practices can enhance the processes and methodologies within an organization’s PMO. It is noteworthy that this report is intended as a helpful guide for practitioners and with extensive input from a variety of PMO practitioners, whose unique perspectives on how PMOs are leveraged in their own organizations adds a diverse and unique practitioner focus to the work. As a member of the volunteer team initially chartered with developing the PMO Frameworks model, I can personally attest to the tremendous expertise and collegiality that was assembled to support this work. The Project Management Institute should be commended for recognizing the need for this report and investing in the resources required to bring it to publication. I believe that this report will be a foundational contribution to understanding the current state of PMO practice as well as for assisting practitioners to develop the next generation of PMOs. The PMO Frameworks report provides a useful framework for practitioners to consider in the context of their own PMO as well as a basis for further work to expand our understanding of how to enhance the PMO’s business value. Every PMO must chart its own path—let this guide be your starting point for understanding how to chart your PMO’s path to long-term success. With best regards, Craig Letavec, PMP, PgMP Vice-Chair, PMI Program Management Office Community of Practice
  • 3. ©2013 Project Management Institute, Inc. 3 PMI’s Pulse of the Profession: PMO Frameworks November 2013 We would like to recognize the efforts put forth by PMI’s PMO Community of Practice (CoP) in forging the building blocks, which was the starting point for the workshop. The PMO Community of Practice team was instrumental in developing the “first draft” of the definitional configurations and the key workflows, which ultimately got hashed out by the workshop team of Subject Matter Experts (SMEs). Instrumental in refining the configurations, we would like to sincerely thank all of our SMEs for their time and dedication. The list of attendees (in alphabetical order) is as follows: zzMonique Aubrey, Professor and Author, University of Quebec in Montreal zz Terry Doerscher, PMO/PPM Consultant, YourProject Office and BOT International zz Folake Dosunmu, Sr. Project Management Consultant, Otsuka America Pharmaceutical zzDarlene Fladager, Project & Program Management Leader, PHT Corporation zz Jim Furfari, Enterprise Project Office Senior Project Manager, Colorado Springs Utilities zz Pawla Ghaleb, Senior Project Manager, ICF International zzMichael Kaplan, Founder of SoftPMO™ Solutions, SoftPMO Solutions Consulting zz Terri Knudson, Director of EPMO, Mayo Clinic zz Craig Letavec, Director and Head of PMO, Risk, Quality, and Security, Atos International
  • 4. 4 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 INTRODUCTION In late 2012, as part of a broader thought leadership initiative on PMOs, PMI conducted exploratory research to understand the issues encountered with building, managing and operating a PMO. One of the overarching discoveries from this exploratory work was that many are challenged with some of the most basic notions about a “PMO:” What do the letters actually stand for? What kinds of PMOs exist? What are the functions of the various types? Who do PMOs report to? Surprisingly, the very same questions existed at all levels of management from executive level leaders in charge of entire global organizational project and program management operations to line managers in charge of operating the single function, divisional or departmental PMO. Despite the abundance of existing—and helpful—literature on the subject that we reviewed, there was little consensus around many of the very basic issues. So one of the goals of the effort was to develop a foundational starting point that we can all build upon. PMI, as the leading global project management body and in working with its partners, put forth this effort with the aim to continue evolving this work over the next few years to refine our understanding and thinking on PMOs. PMI set out to define and understand the PMO and then create standardized definitions to set a stake in the ground on the meaning of the actual terms having to do with a project, program or portfolio management office. But it’s more than just the terms themselves; it’s also about the situational constructs of the various management offices operating in different contexts that consider things like purpose, form, role, mission, make-up, etc. For instance, what does an enterprise PMO look like versus a divisional PMO for IT, what is the optimal team size of each, who should each report to, and what other facets should be considered? This Pulse of the ProfessionTM: PMO Frameworks report complements the Pulse of the ProfessionTM In-Depth Report: The Impact of PMOs on Strategy Implementation report by comparing the methods, services and processes used by the various types of PMOs and highlights the performance and value each framework delivers. The reports enable PMOs to benchmark themselves against measured criteria and identify areas of focus to help measure and demonstrate value to the organization.
  • 5. ©2013 Project Management Institute, Inc. 5 PMI’s Pulse of the Profession: PMO Frameworks November 2013 Phase I: TACKLING THE CHALLENGE OF DEFINING THE PMO The first objective of the PMO Frameworks project was to form a foundational understanding of the most common types of PMOs. To do this, PMI identified and brought together SMEs who have spent much of their professional careers managing, operating and building different kinds of PMOs in different settings and contexts. The SMEs were brought together in an intensive one-day workshop where the group was tasked with working together to develop descriptive profiles (or frameworks) of the most prevalent PMO types. Specifically, the intent of the workshop was to: 1. Identify and reach a consensus on the most prevalent PMO frameworks in practice today, 2. Establish and define the variety of PMO practices (i.e., domains and enablers), and 3. Develop the framework profile of each PMO configuration by identifying practices associated with the PMO’s purpose and mission. This first phase served as a foundational understanding that would later be tested with quantifiable measures via a survey. Thus, based on the input from the team of SMEs invited to the workshop, the goal was to develop 5 to 7 PMO configurations that practitioners could relate to within their own personal context stemming from their day-to- day jobs.
  • 6. 6 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 Phase II: REFINING THE FRAMEWORKS Once the foundational configurations (i.e., the ”frameworks”) were completed by the SMEs in Phase I, they were then transposed into the ”Pulse of the PMO” survey that helped further develop the underlying constructs of each framework. Specifically, the function and configuration of PMOs refine our understanding by the greater [statistically significant] masses. In order to do this, survey respondents (people who operate/run/manage a PMO) identified the framework that best matched their actual PMO and responded to questions on form, function, capabilities and performance related specifically to that PMO. Below are the five PMO Frameworks that the SMEs identified, which the majority of the survey respondents (53%) said matched perfectly/very close to the actual functions of the PMO in which they work. Another 43% said the PMO descriptions somewhat describes the functions, whereas only 4% said there was not a good description. Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO Provides project-related services to support a business unit or division within an organization including, but not limited to, portfolio management, governance, operational project support and human resources utilization. Project-Specific PMO/Project Office/Program Office Provides project-related services as a temporary entity established to support a specific project or program. May include supporting data management, coordination of governance and reporting, and administrative activities to support the project or program team. Project Support/Services/Controls Office or PMO Provides enabling processes to continuously support management of project, program or portfolio work throughout the organization. Uses the governance, processes, practices, and tools established by the organization and provides administrative support for delivery of the project, program or portfolio work within its domain. Enterprise/Organization-wide/Strategic/Corporate/Portfolio/Global PMO The highest-level PMO in organizations having one, this PMO is often responsible for alignment of project and program work to corporate strategy, establishing and ensuring appropriate enterprise governance, and performing portfolio management functions to ensure strategy alignment and benefits realization. Center of Excellence/Center of Competency Supports project work by equipping the organization with methodologies, standards and tools to enable project managers to better deliver projects. Increases the capability of the organization through good practices and a central point of contact for project managers.
  • 7. ©2013 Project Management Institute, Inc. 7 PMI’s Pulse of the Profession: PMO Frameworks November 2013 The following are the domains of work, i.e., the things that PMOs do, which the survey respondents aligned as their PMO’s primary and secondary workstreams: Standards, Methodologies and Processes Methodology definition; metrics definition; process development and improvement Project/Program Delivery Management Define the business goals; resource management; schedule/cost/scope management; business realization management; risk management; stakeholder management; communications; project integration Portfolio Management Prioritization; strategic alignment; portfolio reporting; resource management allocation; opportunities and investment analysis; risk management; benefits realization tracking/reporting Talent Management Training, career paths, career development, capability/skills development and certifications/qualifications/ credentials Governance and Performance Management Performance reporting; issue escalation; information distribution; metrics/KPIs; compliance; financial management; PMO performance management Organizational Change Management Customer/stakeholder satisfaction; managing resistance; readiness assessment; stakeholder management; communications Administration and Support Tools (provisioning/implementation/support); consulting; IT/IS support Knowledge Management Defining knowledge management policies, managing intellectual collateral/property, lessons learned, content management and collaboration Strategic Planning Confirming strategic priorities; defining business goals and aligning to initiatives; environmental scanning; opportunity analysis The table on the following page illustrates the key descriptive and performance criteria in a side-by-side comparative view to highlight the differences across the five different PMO Frameworks. Following the comparative table are the five Framework descriptions, including more pertinent information on each.
  • 8. 8 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 (NOTE: See the Appendix to read the questions used in the survey, which will help to provide context on each of the criteria.) Criteria PMO Framework Type Study Average Org Unit PMO Project Specific Project Support EPMO CoE Customer Mix: (% mean) Internal stakeholders (vs.) External client facing 48% 52% 47% 53% 42% 59% 46% 54% 53% 47% 47% 53% Project Management Maturity: High: Med: Low: 14% 50% 36% 11% 54% 35% 24% 49% 27% 10% 49% 42% 15% 48% 37% 16% 43% 41% Average number of projects completed in excess of $250K: (mean) 42 40 42 27 51 57 Estimated value of projects completed by this PMO: (mean) $100M $113M $102M $81M $87M $151M Estimated financial value (revenue/cost reductions) delivered by this PMO: (mean) $71M $58M $90M $64M $89M $48M Number of employees by type: Project managers: Managers: Project staff: Other: 16 3 26 12 19 2 26 14 9 3 36 7 17 3 21 10 14 3 25 6 22 3 22 38 Percentage of project managers that… Are PMP credential holders: Hold other project management certifications and credentials: Are contract employees: 43% 34% 49% 43% 31% 49% 38% 28% 58% 35% 32% 49% 55% 39% 44% 33% 39% 55% PMO reports to: CEO: Other C-suite: Division VP/Director: 19% 12% 33% 13% 14% 42% 31% 1% 36% 22% 9% 34% 18% 20% 20% 16% 14% 30% Reporting frequency of PMO progress: Weekly: Monthly: Quarterly: 33% 41% 14% 37% 42% 12% 44% 33% 14% 28% 46% 10% 30% 40% 17% 21% 50% 21% Number of employees in the organization that the PMO operates: < 1,000 1,000–5,000 5,000–50,000 > 50,000 34% 25% 28% 13% 25% 29% 29% 17% 49% 14% 22% 15% 45% 24% 24% 7% 28% 30% 29% 13% 31% 22% 39% 8% Highest across the Frameworks Lowest across the Frameworks Highest in that Category
  • 9. ©2013 Project Management Institute, Inc. 9 PMI’s Pulse of the Profession: PMO Frameworks November 2013 Criteria PMO Framework Type Study Average Org Unit PMO Project Specific Project Support EPMO CoE Routine involvement of PMO in each phase of strategic management: Project implementation: Project delivery and integration: Results monitoring and assessment: Project ID and prioritization: Project alignmt w/strategic objectives: Strategy formulation: 73% 62% 61% 49% 42% 32% 76% 66% 54% 49% 37% 26% 73% 65% 64% 50% 37% 39% 69% 56% 64% 43% 33% 28% 75% 62% 66% 57% 58% 41% 64% 51% 60% 30% 28% 24% PMOs potential to contribute business value to the organization is… Fully/almost fully realized: Partially realized: Not at all realized: 33% 62% 5% 28% 68% 4% 45% 51% 4% 32% 61% 7% 35% 63% 2% 32% 54% 14% Percentage of projects that successfully met original goals and business intent: 69% 70% 73% 68% 66% 73% Percentage of projects that finished within their initial budget: 64% 66% 70% 58% 61% 68% Percentage of projects that finished within their initially scheduled times: 58% 59% 68% 54% 57% 56% Considered High Performers (80%+ of projects met original intent/budget/time): 19% 18% 29% 17% 15% 24% PMO’s effectiveness in meeting its primary purpose: Extremely/very effective: Somewhat effective: Not too/at all effective: 42% 53% 5% 42% 52% 6% 45% 45% 10% 30% 66% 4% 46% 51% 3% 46% 46% 8% Functional reporting area of the PMO (top 3 functions shown): Project management department/PMO: Operations: IT or IS: 33% 29% 28% 28% 29% 32% 41% 24% 25% 32% 28% 29% 34% 32% 25% 41% 30% 19% Highest across the Frameworks Lowest across the Frameworks Highest in that Category
  • 10. 10 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 I. Organizational Unit PMO/Business Unit PMO/Divisional PMO/Departmental PMO Description: The Organizational Unit PMO supports the organizational unit strategy by providing PMO services—including, but not limited to, portfolio management, governance, and operational project support— to a specific organizational unit. This PMO may also provide appropriate information to other PMO entities as part of organizational governance and may be responsible for the consolidated reporting for the projects, programs, and portfolios within its domain. % WHO HAVE THIS PMO IN THEIR ORGANIZATION: 54% 1. Primary Functions Performed (top 3 listed with % responding): 1a. Project/Program Delivery Management: 46% Services provided routinely (top 5 listed with % responding): 1. Schedule/cost/scope management. . .77% 2. Communications. . .75% 3. Resource management . 63% 4. Project integration. . 60% 5. Risk management. . 58% 1b. Standards, Methodologies, Processes: 15% Services provided routinely (top 3 listed with % responding): 1. Methodology definition. . .72% 2. Process development and improvement. . 69% 3. Metrics definition. . .51% 1c. Portfolio Management Prioritization: 15% Services provided routinely (top 3 listed with % responding): 1. Portfolio reporting . 66% 2. Prioritization . 52% 3. Resource management allocation. . 49% 2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 1. Project delivery vs. schedule evaluations. . .75% 2. Customer feedback evaluations. . 68% 3. Project cost vs. budget evaluations. . 65% 4. Formal evaluations of project managers . 56% 5. Formal evaluations of PMO staff. . 54% 3. Primary focus/industry of the PMO (top 3 listed with % responding): 1. Information Technology. . .12% 2. Healthcare. . 11% 3. Consulting and Financial Services . 10% (each)
  • 11. ©2013 Project Management Institute, Inc. 11 PMI’s Pulse of the Profession: PMO Frameworks November 2013 II. Project-Specific PMO/Project Office/Program Office Description: The Project Office provides a range of project or program support services as a temporary entity established to support a specific project or program. These services may include supporting data management, coordination of governance and reporting, and administrative activities to support the project or program team. The project office may coordinate with other PMO entities to support organizational governance requirements, to provide project or program artifacts, and to facilitate knowledge management activities. The project office typically does not exist beyond the lifespan of the project or program it supports. % WHO HAVE THIS PMO IN THEIR ORGANIZATION: 31% 1. Primary Functions Performed (top 3 listed with % responding): 1a. Project/Program Delivery Management: 46% Services provided routinely (top 5 listed with % responding): 1. Schedule/cost/scope management. . .91% 2. Communications. . .74% 3. Resource management . .74% 4. Project integration. . .71% 5. Risk management. . 69% 1b. Standards, Methodologies, Processes: 16% Services provided routinely (top 3 listed with % responding): 1. Methodology definition. . 67% 2. Process development and improvement . 65% 3. Metrics definition. . 49% 1c. Governance and Performance Management: 11% Services provided routinely (top 3 listed with % responding): 1. Performance reporting. . .74% 2. Information distribution . 69% 3. Issue escalation. . 69% 2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 1. Project delivery vs. schedule evaluations. . 69% 2. Project quality evaluations. . 68% 3. Customer feedback evaluations. . 68% 4. Project cost vs. budget evaluations. . 63% 5. Project owner feedback evaluations. . 56% 3. Primary focus/industry of the PMO (top 3 listed with % responding): 1. Information Technology. . .21% 2. Consulting . .13% 3. Telecommunications . 11%
  • 12. 12 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 III. Project Support/Services/Controls Office or PMO Description: The Project Support Office provides enabling processes to support the management of project, program or portfolio work. It utilizes the governance, processes, practices, and tools established by the organization and provides administrative support for the delivery of the project, program or portfolio work within its domain. When appropriate, it may also develop tools and practices to specifically support a particular project effort. Additionally, it may support mentoring, training, and certification activities for project managers within its area of responsibility. % WHO HAVE THIS PMO IN THEIR ORGANIZATION: 44% 1. Primary Functions Performed (top 3 listed with % responding): 1a. Project/Program Delivery Management: 47% Services provided routinely (top 5 listed with % responding): 1. Schedule/cost/scope management. . 73% 2. Communications. . 73% 3. Project integration. . 69% 4. Risk management. . 59% 5. Resource management . 48% 1b. Standards, Methodologies, Processes: 19% Services provided routinely (top 3 listed with % responding): 1. Process development and improvement . 69% 2. Methodology definition. . 66% 3. Metrics definition. . 46% 1c. Portfolio Management Prioritization: 12% Services provided routinely (top 3 listed with % responding): 1. Portfolio reporting . .51% 2. Risk management. . 46% 3. Prioritization . .41% 2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 1. Project delivery vs. schedule evaluations. . .77% 2. Customer feedback evaluations. . 63% 3. Project cost vs. budget evaluations. . 63% 4. Formal evaluations of project managers . 53% 5. Stakeholder feedback evaluations. . 48% 3. Primary focus/industry of the PMO (top 3 listed with % responding): 1. Information Technology. . 22% 2. Government. . .16% 3. Manufacturing. . .13%
  • 13. ©2013 Project Management Institute, Inc. 13 PMI’s Pulse of the Profession: PMO Frameworks November 2013 IV. Enterprise/Organization-wide/Strategic/Corporate/ Portfolio/Global PMO Description: The Enterprise PMO is the highest-level PMO entity in an organization, often responsible for alignment of project and program work to corporate strategy; establishing and ensuring appropriate enterprise project, program, and portfolio governance; performing portfolio management functions to ensure strategy alignment and benefits realization; and related functions responsible for alignment of initiatives to corporate strategy. The Enterprise PMO may facilitate governance at the enterprise level and may incorporate strategy development and strategic planning support. The Enterprise PMO may have direct responsibility for or influence over other lower-level PMOs. Management of multiple stakeholders and ensuring continuous communication are important roles of the enterprise PMO. % WHO HAVE THIS PMO IN THEIR ORGANIZATION: 39% 1. Primary Functions Performed (top 3 listed with % responding): 1a. Project/Program Delivery Management: 30% Services provided routinely (top 5 listed with % responding): 1. Schedule/cost/scope management. . 73% 2. Communications. . .71% 3. Project integration. . 67% 4. Risk management. . 63% 5. Resource management . 48% 1b. Portfolio Management Prioritization: 25% Services provided routinely (top 3 listed with % responding): 1. Portfolio reporting . .77% 2. Prioritization . 65% 3. Strategic alignment . 65% 1c. Standards, Methodologies, Processes: 20% Services provided routinely (top 5 listed with % responding): 1. Methodology definition. . 80% 2. Process development and improvement . .74% 3. Metrics definition. . 52% 2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 1. Project delivery vs. schedule evaluations. . .74% 2. Customer feedback evaluations. . 68% 3. Project cost vs. budget evaluations. . 62% 4. Performance against financial goals . .57% 5. Stakeholder feedback evaluations. . .57% 3. Primary focus/industry of the PMO (top 3 listed with % responding): 1. Financial Services . .21% 2. Information Technology. . .14% 3. Government. . 11%
  • 14. 14 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 V. Center of Excellence/Center of Competency Description: The Center of Excellence supports the execution of project work by equipping the organization with methodology, standards and tools to enable project managers to better deliver projects. The Center of Excellence increases the capability of the organization by implementing good practices and providing a central point of contact for project managers. It may provide training, mentoring and capability development for people and could also facilitate knowledge management through knowledge capture and information distribution. % WHO HAVE THIS PMO IN THEIR ORGANIZATION: 35% 1. Primary Functions Performed (top 3 listed with % responding): 1a. Standards, Methodologies, Processes: 41% Services provided routinely (top 3 listed with % responding): 1. Process development improvement. . 84% 2. Methodology definition. . .72% 3. Metrics definition. . 56% 1b. Project/Program Delivery Management: 24% Services provided routinely (top 5 listed with % responding): 1. Schedule/cost/scope management. . .51% 2. Communications. . 50% 3. Risk management. . 49% 4. Project integration. . 44% 5. Resource management . 44% 1c. Strategic Planning: 14% Services provided routinely (top 3 listed with % responding): 1. Defining business goals and alignment. . .27% 2. Confirming strategic priorities. . 25% 3. Opportunity analysis. . 22% 2. Criteria that the PMO is evaluated on (top 5 listed with % responding): 1. Project delivery vs. schedule evaluations. . 69% 2. Customer feedback evaluations. . 69% 3. Formal evaluations of PMO staff. . 69% 4. Project cost vs. budget evaluations. . 59% 5. Internal demand for PMO services . 56% 3. Primary focus/industry of the PMO (top 3 listed with % responding): 1. Government. . .16% 2. Manufacturing. . .14% 3. Energy. . .14%
  • 15. ©2013 Project Management Institute, Inc. 15 PMI’s Pulse of the Profession: PMO Frameworks November 2013 SUMMARY The PMO Frameworks research undertaken by PMI set out to identify the different configurations of PMOs, i.e., Frameworks, in order to learn about their respective missions, goals and objectives as well as how they are structured, how they operate, and what they look like. This important first step laid out a basic understanding of the current PMO landscape and addressed questions raised by mid- to upper-levels of management responsible for developing, reincarnating and managing PMOs. Furthermore, by aligning performance metrics in the delivery of business value, the study is able to determine which PMO Frameworks are being more effective via the use of methods, services and processes. The resulting output from this research, therefore, gives PMO directors and managers the ability to: 1. Compare their own PMO with a closely matching framework to benchmark against important service and performance criteria; and 2. Learn about best common practices across all the PMO Frameworks and the higher performing PMOs. With this information, PMO managers are in a better position to reengineer their provision of services and support for executing an organization’s portfolio of projects and strategic initiatives.
  • 16. 16 ©2013 Project Management Institute, Inc. PMI’s Pulse of the Profession: PMO Frameworks November 2013 APPENDIX Questions used in the survey that help describe the descriptive and performance criteria. % who have this PMO in their organization: Q4. Which of the following types of PMOs does your organization (all divisions and global locations) currently have? Select all that apply. For more detailed descriptions of all PMO types please click here. This is not an official PMI typology of PMOs. It has been created solely for the purposes of this survey. Primary Functions Performed (top 3 listed with % responding): Q10. Please select the primary and secondary areas of focus of your PMO. Services provided routinely (top 3 listed with % responding): Q11. In this series of questions, indicate the extent to which your PMO provides each of the services specified. Please select one answer for each: Routinely/Occasionally/Rarely/Never Criteria that the PMO is evaluated on (top 5 listed with % responding): Q40. Please indicate the criteria by which your PMO is currently evaluated (Current) and the criteria that you feel are or would be most appropriate for evaluation (Recommended), including any currently used criteria that you feel are appropriate. Evaluative criteria (e.g., project cost vs. budget) may be examined individually or in aggregate. Select all that apply in each column. Customer Mix: (% mean) internal stakeholders (vs.) external client facing Q21. To what extent is your PMO focused on external, customer-facing projects, as opposed to projects for internal stakeholders? % of budget Project Management Maturity: High/Medium/Low Q22. Project management maturity comprises not only the state of performance within portfolio, program, and project management, but also the organization’s evolution toward an improved state as illustrated by Standardizing, Measuring, Controlling and Improving (SMCI) its performance. How would you characterize the project management maturity of your organization? Average number of projects completed in excess of $250K: (mean) Q23. How many projects with budgets in excess of $250,000 did your PMO complete in 2012? Estimated value of projects completed by this PMO: (mean) Q24. What was the total estimated value of projects completed under your PMO in 2012 in terms of budget? Estimated financial value (revenue/cost reductions) delivered by this PMO: (mean) Q25. What was the total estimated financial value (revenue increases or cost reductions) delivered to the organization by the projects completed under your PMO in 2012? Number of employees by type: Project managers/Managers/Project staff/Other Q27. Indicate the numbers of regular or contract employees of each type in your PMO.
  • 17. ©2013 Project Management Institute, Inc. 17 PMI’s Pulse of the Profession: PMO Frameworks November 2013 Percentage of Project Managers that… … Are PMP credential holders: Q28. What proportion of your project managers are PMP credential holders? …Hold other project management certifications or credentials: Q29. What proportion of your project managers have project management certifications or credentials other than the PMP credential? …Are contract employees: Q30. What proportion of your project managers are contract employees? PMO reports to: Q33. To whom in your organization do you report? Reporting frequency of PMO progress: Q42. How often do you report on the progress of your PMO? PMOs effectiveness in meeting its primary purpose: Q45. Overall, how would you rate the current effectiveness of your PMO at meeting its primary purpose? Extremely effective/Very effective/Somewhat effective/Not too effective/Not at all effective Involvement of PMO in each phase of strategic management: Q52. Please characterize the involvement of your PMO in each of these phases of strategic management. Routinely/Occasionally/Rarely/Never PMOs potential to contribute business value to the organization is… Fully or almost fully realized/ Partially realized/Not at all realized: Q55. Would you say that the potential of your PMO to contribute business value to the organization is being: Fully realized/Almost fully realized/Only partially realized/Not at all realized Percentage of projects that successfully met original goals and business intent: Q62. In your estimation, what percentage of the projects completed within your organization in the past 12 months successfully met the original goals and business intent of the project? Percentage of projects that finished within their initial budgets: Q63. In your estimation, what percentage of the projects completed within your organization in the past 12 months finished within their initial budgets? Percentage of projects that finished within their initially scheduled times: Q64. In your estimation, what percentage of the projects completed within your organization in the past 12 months finished within their initially scheduled times? Functional reporting area of the PMO: Q69. Which of these best describes the functional area to which you report within your organization? Considered High Performers (80%+ of projects met original intent/budget/time): NOTE: This was not a question to the respondents but an algorithm based on the three performance metrics to create a definition for “high performers.”
  • 18. Beijing | Bengaluru | Brussels | Buenos Aires | Dubai | Lelystad | Mumbai | New Delhi Philadelphia | Porto Alegre | Rio de Janeiro | Shenzhen | Singapore | Washington, D.C. PMI.org | pulse@pmi.org | #PMIpulse Project Management Institute Global Operations Center 14 Campus Blvd Newtown Square, PA 19073-3299 USA Tel: +1 610 356 4600 | Fax: +1 610 356 4647 Email: customercare@pmi.org ©2013 Project Management Institute. All rights reserved. “PMI”, the PMI logo, “Making project management indispensable for business results” and Pulse of the Profession are marks of Project Management Institute, Inc. For a comprehensive list of PMI marks, contact the PMI Legal Department. BRA-107-2013 (11-13) Making project management indispensable for business results.®