The development scale, management culture and project management maturity of an organization determine the position and responsibility of PMO in the organization. Three different types of project management offices (support, control and command) have different responsibilities. But one thing, PMO's vision is to manage all the projects in the organization and ensure the success of the projects, thus supporting the implementation of the organizational strategy.
Historical origin
PMO first appeared in the early 1990s. At that time, PMO provided little service and support, and was more used by enterprises to "control" project managers than to provide them with direction and guidance for project management. In the late 1990s, the trend that enterprise leaders put projects into the operation of the whole enterprise for unified management became more and more obvious, and a large number of PMOs appeared.
Facts have proved that PMO is an ideal choice for project managers and enterprise executives. Because the company needs to establish an ideal environment where it can implement its business strategy, PMO has done this. It evaluates and ranks each project according to business strategy, and then allocates appropriate resources to them.