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Project Management Office (PMO) in a commerce or professional enterprise is the subdivision or group that defines and maintains the standards of process, generally connected to project management, within the business. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the basis of documentation, guidance and metrics on the performance of project management and execution.

A good PMO will base project management principles on accepted, industry standard methodologies such as CMMi or RUP. Increasingly influential industry certification programs such as ISO9000 and the Malcolm Baldrige National Quality Award (MBNQA) as well as government dogmatic requirements such as Sarbanes-Oxley have propelled organizations to standardize process. Organizations around the globe are defining, borrowing and collecting best practices in development and project management and are increasingly assigning the PMO to exert overall power and evolution of thought to continual organizational improvement.

90% of projects do not meet time/cost/quality targets. Only 9% of large, 16% of middle and 28% of small company projects were completed on time, within budget and delivered measurable business and stakeholder benefits. There are numerous reasons for such failures. As per a KPMG survey of 252 organizations, knowledge is not the most critical factor. Inadequate project management accomplishment constitutes 32% of project failures, lack of communication constitutes 20% and unfamiliarity with scope and complication constitutes 17%. Accordingly 69% of project failures are due to lack and/or improper implementation of project organization methodologies.

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