Gartner Research

PMOs: One Size Does Not Fit All

Published: 29 February 2008

ID: G00155081

Analyst(s): Donna Fitzgerald

Summary

A company can invest in eight different forms of project-management-centric organizations. At various points in a company's project management life cycle, all of them will make sense.

Table Of Contents
  • Overview
  • The Role of the PMO
  • The Gartner PPM Maturity Model
  • Mapping the Eight PMO Structures to the Maturity Levels
  • Communities of Practice Work Well at Level Zero
  • Project Support Office Helps at Level 1
  • The PMO as Centralized Control Point at Level 2
  • Picking the Right Structure for Level 3 — Portfolio Offices, Centers of Excellence and Best Practice Councils
    • Increasingly Specialized Forms for PMOs Yield Improved Results at Level 3
    • Level 3 Structures in Governmental Organizations — Best-Practice Councils
    • Specialized PMO Organizations Are Flexible Regarding Level
  • Picking the Right PMO Structures for Level 4
    • Program Office
    • Federated PMO
  • Level 5 — the Rise of the True Enterprise Program Management Office
  • Mapping Between the Original Repository/Coach/Manager Model and the New PMO Maturity Model
  • Recommendations

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