PMO is generally referred to as the Project Management Office, project management center, or project management department. PMO is the core Department for improving Organization Management Maturity. based on industry best practices and recognized project management knowledge systems, PMO integrates the Business and Industry Characteristics of enterprises and the business objectives of enterprises, customizes project management processes for the Organization, trains human resources for project management, establishes project management information systems, provides management guidance for specific projects, and helps the organization to carry out multi-project management, this ensures the success rate of the project and the effective implementation of the organizational strategy. How to assign responsibility and rights to PMO is also a problem we have to face during the implementation of Organization-level project management. First, since the organization-level project management system is to be implemented, someone must be responsible for the work at the organization level, so PMO will assume this responsibility. No matter how important a job is, if effective resources cannot be implemented at the end and appropriate persons cannot be guaranteed to do the job, it is likely to fail. Therefore, there is a specialized organization (this institution can be actually or virtual, can be a part-time or full-time organization, depending on the size and situation of the organization) is necessary. Next, let's take a look at PMO's responsibilities: u to develop and maintain project management standards, methods and procedures; u to provide enterprises with project management and consulting and guidance; U provides qualified project managers and quality managers for enterprises, u provides quality assurance measures and capabilities for enterprises, and u provides training on project management systems for enterprises; U provides other project management support for enterprises; U is responsible for process construction at the organization level, wealth accumulation at the organization level, and knowledge transfer. Third, there must be an expert organization within the organization. The quality and ability of PMO personnel usually determine the level of organization-level project management capability and the precondition for determining whether the organization-level system can play its role. Imagine if not a person with expert competence in this field could the system and system they developed be recognized by the performer? Therefore, PMO must have the corresponding capabilities. Fourth, PMO organizations and their members: PMO organizations are generally divided into the following lines: L 1. Project Management: including Project Director, Assistant Project Director, Senior Project Manager, and project manager; L 2. Quality Management: including Quality Director (organization level), SQA (project level) audit experts, configuration management managers, and Configuration Management Engineers; 3. Organizational Process Group: Includes SEPG (Software Engineering Process Group), ISO9000 Internal Audit Group, and measurement data analysis group; L 4. Knowledge Tools: including knowledge management personnel, training coordinators, and tool development teams.
