What is a PMO?

The abbreviation PMO is most generally used for the Project Management Office.

The Project Management Office is a group or department within an organisation whose job it is to maintain the standards for project management and programme management within the structure.
The PMO is the backbone of a successful project or programme.

The PMO offers guidance to projects and programmes by trying to standardize the practices and increase efficiency. It focuses on standards and offers help by implementing different methodologies.
The PMO also develops and maintains metrics to follow the execution of projects and programmes.

A best practice PMO has a problem-focused purpose, with its functions and services aligned with the purpose, function and services of the other PMO within the organisation.

PMO types

The term PMO is mainly used to describe a Project Management Office, however, some organisations use the term to describe either a Programme Management Office or Portfolio Management Office.

• The Project Management Office supports individual projects.
• The Programme Management Office coordinates identify dependencies of projects and supports the transition of outputs to Business as Usual.
• The Portfolio Management Office functions at a corporate level where all change initiatives within an organisation are managed.

All different types of PMO will provide the organisation with the capability to deliver change initiatives in a consistent way and ensure these are constantly aligned with its strategic objectives.

Project Manager Officer

Zooming in on the Project Management Office and what he/she does, there are three different PMO Types to be defined:

1. The supportive PMO
2. The Controlling PMO
3. The Directive PMO

The Supportive PMO

The Supportive PMO provides support in the form of on-demand expertise, templates, best practices and lessons learned. This is a great solution for organisations where projects are done successfully in a loosely controlled manner.

The Controlling PMO

The Controlling PMO provides support but also requires that the support is used.

The PMO sets requirements of specific methodologies, templates and governance guidelines.
Projects are also closely monitored by this type of PMO. The Controlling PMO is a solution for an organisation that seeks to align activities, practices and documentation.

The Directive PMO

The Directive PMO provides Project Management experience and resources to manage a project.
This type of PMO creates a high level of consistency of practise across all projects and is especially effective in large organisations.

Purpose of the PMO: what does it do?

The purpose of the PMO, whatever type, is to offer guidance and information. It helps the organisation make sure that the right projects are done and that the right decisions are made by the right people, with the right information at the right moment. It helps the organisation govern and deliver projects in line with the organisation’s values and organisational goals.

The PMO

What exactly does a PMO do?

• Seeks to implement appropriate project selection and prioritise criteria that assess the contribution to strategy, along with validation of the business case.
• Services to support the management of dependencies between delivery, deliverables, business changes and benefits across the projects and programmes.
• Can imply the use of appropriately tailored methodology like PRINCE2 and MSP or other Project/Programme Management methodologies in order to ensure projects and programmes are delivered well, efficiently and effectively.
• Provides a benefits framework and support for Project and Programme sponsors in order to deliver the benefits aligned with the organisation’s goal.
• Designs and implements functions and services that address the current or prospective problem/question that is recognised and acknowledged within the organisation.
• Listens to the decision-makers in the organisation and designs functions and services accordingly.
• Adapts to the maturity of the organisation, the culture, structure and level of sponsorship.
  Based on this it determines the value of the services to the organisation.
• Keeps an overview of all ongoing, previous and future projects and programmes and serves as a repository for all documentation.
• Creates quality reports that can be used for decision making by executives and boards with up to date, reliable and credible data.
• Demonstrates the value of the services it provides.

Organisations are not static, they constantly adapt and change to reflect the changing business environment.
This means that also the challenges and questions to be answered will constantly change.
It is the responsibility of a well-organized PMO to keep its eyes and ears open and be aware of the changing environment.

The PMO is always looking for the new challenges and questions to be answered along with a continuous evaluation of the current functions and services provided by the PMO so they can be adapted as required.

The PMO directly reflects the organisation and therefore neither the PMO is static.
This means that the PMO can also decide to stop some services or introduce new services, with appropriately skilled resources. The PMO is very dynamic.

If you want to learn more, read our blog: “Who is the PMO Manager: Role and Responsibilities”

PMO Roles

The PMO Roles should cover a set of capabilities that are to be found in fulfilled roles that will be different for every PMO, depending on size, complexity and many external factors. However for a good functioning PMO there are some obvious areas that should be covered.

• Stakeholder engagement: to ensure the right people are receiving the right messages in the right way – avoiding any misinterpretation.
• Project management: to be able to support and/or challenge with credibility
• Analysis: to be able to collate, interpret and analyse often complex data
• Communication: to listen to and be able to present the right messages in the right way so that they will be accepted – even the difficult ones.
• Negotiation: to act as a broker between the sponsor, business and PMO. Not usually a daily demand but potentially an invaluable skill at enterprise level.

The PMO is generally managed by the PMO Manager. He/she successfully oversees all aspects of all ongoing projects and/or programmes. Other probable roles within a well organized PMO can be defined into four different levels:

1. Project Support roles: Project administrator, Project Co-ordinator, Project Support Officer
2. Portfolio, Programme and Project Support roles: Project Managment Officer, PMO Officer, PMO Specialist roles (Project Planner, Project Scheduler, Project Controller)
3. Leading and Managing PMO’s roles: PMO Manager, PMO Lead
4. Directing PMO’s roles: Head of PMO, PMO Director, Portfolio Director, ePMO (enterprise PMO)

For the higher level roles within the PMO a P3O (Portfolio, Programme and Project Offices) certificate is often requested. QRP International offers P3O Training. P3O is a methodology that helps organisations build support structures that enable the successful delivery of their portfolios of change management programmes and projects.

Would you like to start a career in PMO or are you already a professional and want to obtain certification? Discover P3O training or contact us for more information!

A concrete example of what a PMO does

A multinational energy company establishes an Enterprise PMO to manage the digital transition of its processes. The PMO, led by a manager with decades of experience, introduces a common framework for all IT and Operations projects. In the initial phase, it collects active projects (over 80) and evaluates them using a priority matrix. It defines standard KPIs (costs, timescales, expected benefits) and launches a centralised dashboard with Power BI to give management immediate visibility. During implementation, the PMO supports project managers in adopting hybrid methodologies (Agile + PRINCE2), provides coaching on collaboration tools and facilitates risk management workshops. When a resource conflict arises between two strategic projects, the PMO convenes the steering committee and proposes a rebalancing based on the expected value for the business. At the end of the year, thanks to the PMO’s actions, the company reduces project delays by 20% and achieves total savings of €3 million, strengthening top management’s confidence in the function.

How much does a Delivery Manager earn in Belgium?

The average salary for PMO employees varies significantly depending on role, seniority and sector.

• PMO Analyst / Junior: €36,000 – €48,000 gross per annum.
• PMO Specialist (mid-level / experienced PMO): €45,000 – €60,000.
• PMO Manager: €60,000 – €85,000, with top roles (large IT, banking, pharma employers or heavy technical portfolios) commonly exceeding €110k and reported peaks up to ~€124k+.
• Head of PMO / Enterprise PMO Director: typically €100,000 – €160,000+, with total compensation (base + bonus/benefits) pushing higher in senior leadership roles.

Other factors that influence salary include organisation size, sector (IT, finance and pharma pay a premium), location and the presence of professional certifications. Certifications such as P3O®, PMP® or PRINCE2® tend to increase earning power — PMI’s global survey finds PMP holders earn substantially more (median uplift reported around ~33% in aggregate survey data), while other market studies commonly report typical certification uplifts in the ~10–25% range depending on role and country; P3O specifically is associated with higher pay in PMO-focused roles.

Those working as consultants or contractors: roughly €45 – €120 per hour in Belgium depending on seniority, specialism (e.g., IT / portfolio transforms command the top end), and whether the engagement is via an agency or direct contract. Average contractor/consultant hourly equivalents reported for Belgium are around €50–€60/hr, with higher rates for niche senior IT/PM leadership.

Frequently asked questions (FAQ) about the role of PMO

1. Do you need certification to work in a PMO?

It is not mandatory, but certifications such as P3O® and MoP® increase credibility and facilitate integration into structured organisations.

2. What is the difference between a PMO and a Project Manager?

The PMO is a cross-functional governance and support function that sets standards and monitors the portfolio. The Project Manager, on the other hand, leads a single project and has day-to-day operational responsibilities.

3. In which sectors is the PMO most prevalent?

Mainly in IT, telecommunications, banking, pharmaceuticals and large utilities, but it is also growing in public administration and manufacturing.

4. What tools does a PMO use?

Project portfolio management suites (e.g. MS Project Online, Clarity, Jira), collaboration tools (Teams, Slack) and reporting platforms (Power BI, Tableau).

5. How do you become a PMO Manager?

A typical career path involves starting as a PMO Analyst, then moving on to Specialist, and finally managing complex portfolios. Direct project experience, leadership soft skills and international credentials are essential.

Source: Axelos

• Value of the PMO
• Implementing and leading a best practice PMO