Common challenges faced by PMOs

Hello Navaid - and thank you for your post. Here are some past discussion threads that may be of value to you:

https://www.projectmanagement.com/discussion-topic/193754/ex-deloitte-ai-data-scientist-here--looking-for-help-in-identifying-a-good-pmo-portfolio-management-problem-to-help-solve-
https://www.projectmanagement.com/discussion-topic/97954/what-are-the-biggest-challenges-pmo-will-experience-when-established-
https://www.projectmanagement.com/discussion-topic/176205/what-are-you-biggest-challenges-as-pmo-director--
https://www.projectmanagement.com/discussion-topic/34942/what-have-been-your-top-challenges-in-setting-up-a-project-management-office--pmo--

Hope this helps!

From a 2007 article by Sergio Pellegrinelli (International Journal of Project Management 27 (2009) 649–656)

PMOs evolve or risk being disbanded.

Many writers on Project and Programme Management Offices (PMOs), whose remit covers a range of projects and programmes undertaken, suggest that they are valued by, and are enduring features of organisations. However, these descriptions neither resonate well with the experiences of practising managers nor with the limited empirical research available [1]. This paper proposes a re-conceptualisation of a PMO as an organisational construct, created in response to a perceived need, and as that need is progressively addressed, the relevance and value of the PMO decreases – the dissemination of tools, expertise and insights ultimately leads to its existence being questioned. PMOs evolve or risk being disbanded. Leaders of PMOs can generate new value by redefining the purpose and activities of the PMO.