The document outlines key components for establishing a project management office (PMO), including the PMO mandate, goals and benefits, stakeholders, timeline, roles and responsibilities, and risk assessment. It also discusses how most PMOs initially focus on improving project delivery but later take on broader responsibilities like program and portfolio management as they earn credibility. Finally, it provides a sample PMO responsibilities matrix detailing common PMO functions.

1. 1. PMO Mandate
2. Goals & Benefits
3. Scope Definition
4. Key PMO Stakeholders
5. Projected Timeline for Implementation
6. Project Roles and Responsibilities
7. High-Level Budget
8. High-Level Risk Assessment
A project management office (PMO) is usually created to solve a specific problem: generally, the
IT organization’s inability to deliver IT projects on time, on budget and in scope. Project managers
may “live” in the PMO, or in different IT units, such as in application development or in the
business.
Most PMOs start out addressing issues around project management and delivery before
elaborating their remit to program management or portfolio management. The scope of work
changes from tactical to strategic, while the scope of initiatives broadens from IT-intensive
projects to enterprisewide business and IT initiatives. Once the PMO has earned credibility with
the business, it usually receives requests to help manage business projects.

3. PPM
PPM
PPM
PPM
PPM
PPM
PPM
PPM
PPM
PPM
RM
PM
PM
PM
PM
PM
PM
Reporting for enterprise portfolio and the financial/human resources needed to deliver them
Finance for project/portfolio capital and expense
Customer Management – the customers, sponsors of the project
Strategy Management – projects and programs relate to corporate
Program Management – related projects in the portfolio
Time Accounting
Business Relationship Management (BRM)
Project Information System (PMIS) – organization of project information
Administrative Support – general assistance with Portfolio
Record Keeping – Enterprise Information
Forecasting
Quality Assurance
Procurement and Vendor Management
Project Status Reporting
PM Services
Training
PM SOP
x
ePMO IT PMO PMO CMO CoE
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
x
OCM
OCM
OCM
Adoption
Benefits Attainment
Change Management
OCM Forecast Benefits
OCM
GOV
GOV
Track Benefits
Governance
Intake
GOV Reporting
x
x
x x
x
x
x
x
x
x
x
x
x
x
x
x x
What is your definition of a PMO?
Use this model to clearly show what is in and out of scope.

4. Use Info-Tech’s PMO function matrix to help provide role definitions for
your PMO
Portfolio Management
Resource
Management
Project Management
Organization
al Change
Management
PMO Governance
Recordkeeping and
bookkeeping
Strategy management Assessment of available
supply of people and their
their time
Project status reporting
PM SOP
(e.g. feed the
portfolio, project
planning, task
managing)
Benefits management
Technology and infrastructure
Reporting Financial management
Procurement and
vendor management
HR Security
Matching supply to demand
demand based on time, cost,
cost, scope, and skill set
set requirements
PMIS Intake
CRM/RM/BRM Program management
Legal Financial
Tracking of utilization based
based on the allocations
Quality Intake
Time accounting PM services
(e.g. staffing project
project managers or
or coordinators)
Quality assurance
Organizational change
management
Project progress, visibility,
visibility, and process
Forecasting of utilization via
utilization via supply-demand
demand reconciliation
Administrative support PM training
Closure and lessons learned
Info-Tech’s potential PMO capabilities are in the header of the table below. These are
the services a PMO may (or may not) provide depending on the needs of the organization.
Various options for specific PMO job functions are listed below each capability. PMO leaders
need to decide which of these functions are required for their organization.
The rest of this blueprint will help you choose the right
capabilities and accompanying job functions for your PMO.

5. Sample SWOT analysis
1.1.2
continued
Strengths
• Knowledge, skills, and talent of project staff.
• We have fairly effective project management processes.
• Motivation to get things done when priorities, goals, and action
plans are clear.
Weaknesses
• IT-business communication and alignment.
• No standards are currently in place across departments. Staff are
unsure which templates to use and how/when/why to use them.
• There are no formal intake structures in place. Projects are
approved and it’s up to us to “figure it out.”
• We have no prioritization practices to keep up with constantly
changing priorities and shifts in the marketplace.
Opportunities
• Establish portfolio discipline to improve IT-business
communication through more effective and efficient project
coordination.
• Stronger initiation processes should translate to smoother project
execution.
• Establish more disciplined and efficient weekly/monthly project
reporting practices that should facilitate more effective
communication with senior leaders.
Threats
• Risk of introducing burdensome processes and documentation
that takes more time away from getting things done.
• We tried to formalize a PMO in the past and it failed after eight
months.
• We have no insight into project resourcing.

6. Portfolio Management
Resource
Management
Project Management
Organization
al Change
Management
PMO Governance
Recordkeeping and
bookkeeping
Strategy management Assessment of available
supply of people and their
their time
Project status reporting
PM SOP
(e.g. feed the
portfolio, project
planning, task
managing)
Benefits management
Technology and infrastructure
Reporting Financial management
Procurement and
vendor management
HR Security
Matching supply to demand
demand based on time, cost,
cost, scope, and skill set
set requirements
PMIS Intake
CRM/RM/BRM Program management
Legal Financial
Tracking of utilization based
based on the allocations
Quality Intake
Time accounting PM services
(e.g. staffing project
project managers or
or coordinators)
Quality assurance
Organizational change
management
Project progress, visibility,
visibility, and process
Forecasting of utilization via
utilization via supply-demand
demand reconciliation
Administrative support PM training
Closure and lessons learned

7. Job description content

8. Current State
Business
Strategies
PMO Initiatives Future-State
Business
Goals
Portfolio
Management
Resource
Management
Project
Management
Organizational
Change
Management
Governance
Long Term
Medium Term
Short Term
Documentation
Project progress, visibility, and
process
Project Intake Process
Prioritization
Project Levelling
Approval
Triage Process
Resource Allocation
Book of Record
Reporting
Standardize Project
Management Methodologies
PM Training
Benefits

9. Screenshot of PMO MS Project Plan Sample
Top-level
hierarchy
Second-level
hierarchy

10. Q1 Q2 Q3 Q4 Q1
Task
Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan Feb Mar
Establish
Transition
Establish
Governance
Organizational
Chart
Technology
and
Infrastructure
Assess Status Quo
Project Progress, Visibility, and Process
Documentation
Clarify PMO Roles and Responsibilities
Performance Reviews
PPM Software
PM Software
Sample roadmap
Top-level
hierarchy
Second-level
hierarchy

11. Jan Feb Mar Apr May Jun
Develop Portfolio
Management Capabilities and
Guidelines
Design Resource
Management Process
Standardize
Project Management
Methodology
In progress Planned
Completed
Triage Process Project Classification and Leveling
Project Classification and
Leveling
Business Cases Steering Committees
Prioritizing and Scoring
Ticketing System
Content review
Performance
management
Administrative Support
Quality Assurance
Procurement and Vendor
Management
PM Training and
Mentoring
Staffing
Record and Book
Keeping
Cloud support
Legal generation
Project Methodology
Market analysis
Project Status
Reporting
Approval Process
Standard Operating Procedure
Customer outreach
Establish Resource Allocation Strategies
Sample roadmap

12. Committee Overview
Committee Name Committee Membership Mandate
Executive Leadership
Committee
CEO, CFO, CTO, CDO, CISO/CRO, CIO,
Enterprise Architect/Chief Architect, CPO
Provide strategic and operational leadership to the company by establishing goals, developing strategy, and
directing/validating strategic execution.
Enterprise Risk Committee CISO/CRO, CPO, Enterprise Risk Manager, BU
Leaders, CFO, CTO, CDO
Govern enterprise risks to ensure that risk information is available and integrated to support governance
decision making. Ensure the definition of the organizational risk posture and that an enterprise risk
approach is in place.
IT Steering Committee CIO, Product Owner, Service Owner, IT VPs,
BRM, PMO Director, CISO/CRO
Ensure business value is achieved through information and technology (IT) investments by aligning
strategic objectives and client needs with IT initiatives and their outcomes.
IT Risk Council IT Risk Manager, CISO, IT Directors Govern IT risks within the context of business strategy and objectives to align the decision-making
processes towards the achievement of performance goals. It will also ensure that a risk management
framework is in place and risk posture (risk appetite/threshold) is defined.
PPM Portfolio Manager, Project Managers, BRMs Ensure the best alignment of IT initiatives and program activity to meet the goals of the business.
Architectural Review Board Service/Product Owners, Enterprise Architects,
Chief Architect, Domain Architects
Ensure enterprise and related architectures are managed and applied enterprise-wise. Ensure the
alignment of IT initiatives to business strategy and architecture and compliance to regulatory standards.
Establish architectural standards and guidelines. Review and recommend initiatives.
Change Advisory Board Service/Product Owner, Change Manager, IT
Directors or Managers
Ensure changes are assessed, prioritized, and approved to support the change management purpose of
optimizing the throughput of successful changes with a minimum of disruption to business function.

13. Sample Governance Model
Strategic:
Ensures IT initiatives, products, and services
are aligned to organizational goals and
strategy and provide expected value. Ensure
adherence to key principles.
Tactical:
Ensures key activities and planning are in
place to execute strategic initiatives.
Operational:
Ensures effective execution of day-to-day
functions and practices to meet their key
objectives.
IT Steering Committee
IT Risk Council
IT PMO
Change Advisory Board
Enterprise:
Defines organizational goals. Directs or
regulates the performance and behavior of
the enterprise, ensuring it has the structure
and capabilities to achieve its goals.
Enterprise Risk
Committee
Executive Leadership
Committee
Board
Architectural Review
Board