Looks good. I especially like the fact that the effort to link strategic initiatives to the project mix is one of the primary components of every type of PMO. Often, it seems that the PMO becomes defined and overly concentrated on ensuring project success. This detracts from the original impetus for forming the function: a control with oversight to make sure that the company is doing what it should be doing.
My only edit would be replacing "periodically" with "continually," "constantly," or some similar word. It may be a personal bias, but periodically always seems to ring of monthly, quarterly, or yearly. With the excessive speed of the enterprise and the inherent entropy in any collection of projects, this status and strategy checking should be a constant.
Tom, would you mind sharing your checklist? I can't open the file. I think this would be helpful to me, as I have just been tasked with starting a PMO. Saving Changes...
