WCapital

Advisory

PMO Types
2019

Private and Confidential

Supportive PMO

• Supportive and/or consultative role in the project.

• Usually serves as a project repository.
• Provides unified standards in all projects.
• Supplies on-demand expertise, templates, trainings, best practices, access to information and expertise on other projects.
• Project management information across the enterprise can be used freely by project managers in the organization.
• Low degree of control from the PMO committee.
• Commonly done in an organisation where projects are done in a loosely controlled manner and where additional control is
deemed unnecessary. It is also adopted in the organization which has functional or weak matrix type in which the project
manager has limited authority.
• Example: Jisda, TenSix

Sources:

WCapital Private and Confidential 2

Advisory
Controlling PMO

• Provide support and require compliance through various means.

• Rein the activities, processes, procedures, documentation of the organization.
• Organization might adopt specific methodologies, templates, forms, conformance to governance, and application of other
PMO controlled sets of rules.
• Project offices need to pass regular reviews by the controlling PMO, and this may represent a risk factor on the project.
This works if a) there is a clear case that compliance with project management organisation offerings will bring
improvements in the organisation and how it executes on projects, and b) the PMO has sufficient executive support to
stand behind the controls the PMO puts in place.
• Adopted in organization with balanced matrix type.
• Moderate degree of control.
• Example: Wosool Consulting, PM Solutions, TenSix, AliPro

Sources:

WCapital Private and Confidential 3

Advisory
Directive PMO

• Goes beyond control and takes over the projects by providing the project management experience and resources to
manage the project.
• As organisations undertake projects, professional project managers from the PMO are assigned to the projects. It
guarantees a high level of consistency of practice across all projects.
• It generally takes control to implement a common methodology, standardise terminology, introduce effective repeatable
project management processes, and to improve levels of project success within the organisation.
• Effective in larger organisations with strong matrix and projectized organization, but out of support in various areas.
• Common in highly regulated, high risk environment.
• High degree of control (taking over).
• Example: BCG, PM Solutions

Sources:

WCapital Private and Confidential 4

Advisory
Summary
Supportive
• Low level of control
• Consultative/supportive role
• Supply templates, best-
practices, training, etc.
Example: Jisda, TenSix
Sources:
Controlling
• Medium level of control
• Provide support and require
compliance
• Provide sets of rules
Example: Wosool Consulting,
PM Solutions, TenSix, AliPro
WCapital
Advisory
Directive
• High level of control (taking
over)
• Undertake the projects
• Implement various rules and
methods
Example: BCG, PM Solutions
Private and Confidential 5