There are several types of PMOs in practice today. They can run the gamut of size, scope, and responsibilities. However, they generally fall into three different styles or roles: the Librarian, the Advisor, and the Partner.

The Librarian

This type of PMO is used for documentation purposes only. It normally consists of one or two project managers. The organization that uses this type is generally young in their project management maturity or is reluctant to release any control of spending and authority to the PMO. These types of project managers are there to document, observe, and report. They are rarely given any authority on the projects and often exist to ensure that the company is following Sarbanes-Oxley requirements.

The Advisor

This type of PMO is generally made up of one to three people, and often includes consultants. They are responsible for creating an overall methodology for project management and standardized templates for project use. There are normally several project managers within the organization, and they do not report to the PMO. Instead, they still report to their respective departments, but will have a dotted-line relationship to the PMO. The PMO will approve project plans, ensure that the methodology is followed, and will be a small part of the management team.

The Partner

Organizations that have embraced the PMO and see it as a true strategic partner for growth are reaping the benefits of the investment. What many organizations are realizing is that a PMO is much more than creating a methodology or governing project documentation. If used properly, a PMO can help the organization grow and meet their strategic targets. How? When used properly, the PMO should be a major factor in project selection so that projects selected can align to the strategic plan for the organization. This means that projects can be selected by their overall contribution to the company versus whichever division has the most political power.