The formation and use of a program management office (PMO) is a natural progression as a program-oriented organization continues to grow and mature in abilities and practices. The PMO addresses three of the most common problems that arise as the use of program management increases within an organization. First is the realization of the need for applying uniform program governance and other standards for all programs within a business. Second, the PMO drives consistency and commonality in the use of program management practices, process, tools, and metrics to drive more predictable and repeatable results. Finally is the need for a single focal point for the program management responsibility and accountability within the organization. The PMO leader becomes the individual accountable for overseeing that programs achieve the organization's business results and benefits.
The PMO provides leadership and infrastructure for managing and controlling multiple programs. It represents a compilation of program management infrastructure, tools, and best practices that have been melded together to improve business results and drive continual gains in a firm's program management effectiveness.
Roger Lundberg, former PMO director of the Jeep division at DaimlerChrysler, had the following to say about implementation of program management:
Successful implementation of program management within an organization requires a certain amount of infrastructure. ...