This document discusses strategies for project management offices (PMOs) to remain financially viable and demonstrate their value. It outlines two common problem scenarios that PMOs face: 1) being formed only to solve a short-term problem, and 2) being formed primarily for compliance purposes without executive support. For each scenario, it provides strategies for the PMO to justify its continued existence, such as taking on big problems, leaving behind process improvements, and showing compliance is faster and cheaper through the PMO. The document also discusses metrics like on-time and on-budget performance that can demonstrate a PMO's value over time.