I'd start by going back to the rationale for why the PMO was initiated. Ideally there should be a business case supporting its establishment which clearly articulates the mandate of the body. The business case would likely have some clues as to the near term, mid term and long term objectives for the PMO which would help you engage key stakeholders in creating a roadmap for the PMO's evolution.
Just as with PM processes/practices, there is no "one size fits all" roadmap for setting up and evolving the capability of a PMO.
Eric SimmsSenior Program ManagerBaltimore, Maryland, United States
I agree with Kiron. The answer isn't as simple as saying "You have a supportive PMO, so you should do these things." The path you take depends on the needs of your organization, which should be described in the business case that describes why the PMO was created.
I'm guessing no such business case exists, or you probably wouldn't have posed the question. In that case, start by analyzing the ways your company could benefit from a PMO (I'd be particularly interested in finding out the reasons your PMO is supportive instead of directive or controlling. Is it a valid business reason, or a political one?) Once you do this, you'll be able to determine how to equip your PMO to provide the required services. Saving Changes...
Drew CraigSr. Agile & Product Coach| VanguardPhiladelphia, Pa, United States
The link Sante shared is worth checking out. Laura provides a pragmatic and insightful view of establishing a successful PMO. She also shares articles on LinkedIn. Saving Changes...
I agree with everyone above. It largely depends on Scope & Goals to achieve with Organization / Team set-up based on PDCA cycle.
If you have a specific case, it will be better to discuss in detail for your benefit. Saving Changes...
Stéphane ParentSelf Employed / Semi-retired| Leader MakerPrince Edward Island, Canada
I also find Laura's blog posts invaluable. There are also many PMO-related courses under PMUniversity (under Topics - Knowledge Areas). Saving Changes...
