Diversity and Inclusion
Fairness and Maximising Capability
Diversity and inclusion in project management refer to creating an environment where a wide range of perspectives, backgrounds, and experiences are valued, and where all individuals feel respected, supported, and able to contribute fully. The APM Body of Knowledge (8th edition) recognises diversity and inclusion as important factors in building effective teams and delivering successful project outcomes.
At its core, diversity and inclusion are about maximising the potential of people. Diversity brings together differences in skills, knowledge, culture, and thinking, while inclusion ensures that these differences are actively embraced and leveraged. Together, they enhance creativity, problem-solving, and decision-making within project environments.
A key element is the recognition of different perspectives and experiences. Projects often involve complex challenges, and diverse teams are better equipped to generate innovative solutions. By encouraging a range of viewpoints, project teams can avoid groupthink and make more robust decisions.
The APM Body of Knowledge emphasises the importance of creating an inclusive environment. This means fostering a culture where individuals feel safe to express their ideas, challenge assumptions, and contribute without fear of bias or exclusion. Inclusive behaviours—such as active listening, respect, and openness—are essential to achieving this.
Leadership plays a critical role in promoting diversity and inclusion. Project leaders set the tone for team behaviour, ensuring that inclusive practices are embedded in how the team operates. This includes addressing bias, supporting equal opportunities, and ensuring fair treatment for all team members.
Another important aspect is fair and equitable access to opportunities. This includes recruitment, role allocation, development, and recognition. Ensuring that opportunities are based on merit and capability helps build trust and supports a high-performing team.
The APM Body of Knowledge also highlights the importance of awareness and continuous improvement. Organisations and project teams should reflect on their practices, identify areas for improvement, and take action to enhance diversity and inclusion over time.
Communication and engagement are central to inclusion. Clear, respectful communication helps ensure that all voices are heard and understood. It also supports collaboration across different cultures, disciplines, and perspectives.
Finally, diversity and inclusion contribute to better project outcomes. By drawing on a broader range of ideas and experiences, teams can improve innovation, reduce risk, and deliver solutions that better meet the needs of stakeholders.
In summary, diversity and inclusion are about creating an environment where everyone can contribute and succeed. When embedded effectively, they strengthen teams, enhance decision-making, and support the delivery of successful and sustainable project outcomes.
Peter Benton ChPP, CEng, CITP
Ethics, Compliance and Professionalism
Doing the Right Thing and Doing it Right
Ethics, compliance and professionalism are fundamental principles that guide how projects are conducted and how project professionals behave. The APM Body of Knowledge (8th edition) emphasises that successful project delivery is not only about achieving objectives, but also about doing so in a way that is responsible, lawful, and aligned with professional standards.
At its core, this area is about doing the right thing in the right way. Ethics refers to moral principles and values that guide behaviour, compliance relates to adherence to laws, regulations, and organisational policies, and professionalism reflects the standards of conduct expected of individuals in their roles.
A key element is ethical decision-making. Project environments often involve complex situations, competing interests, and pressures to deliver. Project professionals must be able to make decisions that are fair, transparent, and in the best interests of stakeholders, even when this may be challenging.
The APM Body of Knowledge highlights the importance of compliance with legal and regulatory requirements. Projects must operate within applicable laws, industry standards, and organisational policies. This includes areas such as health and safety, procurement regulations, data protection, and financial controls. Compliance ensures that projects are conducted responsibly and reduces the risk of legal or reputational issues.
Professionalism is reflected in behaviours such as integrity, accountability, competence, and respect. Project professionals are expected to demonstrate these qualities in their interactions with stakeholders, their management of work, and their commitment to continuous development. Acting professionally helps build trust and credibility.
Another important aspect is transparency and accountability. Clear reporting, honest communication, and openness about risks and issues support informed decision-making and reinforce trust among stakeholders. Accountability ensures that individuals take responsibility for their actions and decisions.
The APM Body of Knowledge also emphasises the need to manage conflicts of interest. Project professionals must recognise situations where personal or organisational interests could influence decision-making and take appropriate steps to address them, ensuring fairness and objectivity.
Governance and organisational culture play a significant role in supporting ethics and compliance. Strong governance frameworks provide clear expectations and controls, while a positive culture encourages ethical behaviour and supports individuals in raising concerns where necessary.
Finally, ethics, compliance and professionalism contribute to sustainable and responsible project delivery. By adhering to high standards of conduct, organisations can protect their reputation, maintain stakeholder confidence, and deliver outcomes that are both effective and ethically sound.
In summary, ethics, compliance and professionalism ensure that projects are delivered with integrity, accountability, and respect for standards and stakeholders. When embedded effectively, they underpin trust, support good decision-making, and contribute to long-term success.
Peter Benton ChPP, CEng, CITP
Project Requirements Management
What Do We Need to Achieve Here?
Project requirements management is the process of identifying, defining, analysing, and controlling the needs and expectations that a project must (or perhaps should) fulfil. The APM Body of Knowledge (8th edition) highlights requirements management as essential to ensuring that project outputs are fit for purpose and aligned with stakeholder needs.
At its core, requirements management is about understanding what needs to be delivered and why. Projects exist to meet specific needs or solve particular problems, and clearly defined requirements provide the foundation for successful delivery. Without this clarity, projects risk delivering outputs that do not meet expectations.
A key element is requirements identification and capture. This involves engaging with stakeholders to gather their needs, expectations, and constraints. Techniques such as workshops, interviews, and observation may be used to ensure that requirements are comprehensive and accurately reflect stakeholder intent.
The APM Body of Knowledge emphasises the importance of analysis and prioritisation. Not all requirements are equally important, and some may conflict with others. Analysing requirements helps clarify their meaning, assess feasibility, and prioritise them based on value, risk, and constraints.
Using the above criteria, project requirements might, for example, be divided into categories based on priority, for example using the "MoSCoW" criteria:
- "Must have"
- "Should have"
- "Could have"
- "Won't have"
Another critical aspect is requirements definition and documentation. Requirements should be clearly articulated, unambiguous, and testable where possible. Well-defined requirements provide a baseline for design, development, and validation activities.
Traceability is a key feature of effective requirements management. This involves linking requirements to project objectives, design elements, and deliverables, ensuring that all requirements are addressed and that changes can be tracked throughout the project life cycle.
The APM Body of Knowledge also highlights the need for change control. Requirements may evolve as the project progresses, particularly in complex or uncertain environments. A structured approach to managing changes ensures that impacts on scope, cost, and schedule are understood and controlled.
Validation and verification are essential to confirm that requirements have been met. Validation ensures that the right requirements have been defined (meeting stakeholder needs), while verification ensures that the outputs meet those requirements.
Stakeholder engagement remains central throughout the process. Ongoing communication and collaboration help ensure that requirements remain relevant and that expectations are managed effectively.
Finally, requirements management must be integrated with other project management processes, including scope management, risk management, and quality management. This integration supports consistency and helps ensure that the project delivers its intended outcomes.
In summary, project requirements management is about defining and controlling what the project must achieve. When applied effectively, it ensures that deliverables meet stakeholder needs, reduces the risk of rework, and supports successful project outcomes.
Peter Benton ChPP, CEng, CITP
Solutions Development
How are We Actually Going to Get There?
Solutions development is the process of designing, creating, and refining the outputs required to meet project requirements and deliver intended outcomes. The APM Body of Knowledge (8th edition) identifies solutions development as a core activity within project delivery, focused on transforming requirements into practical, workable solutions.
At its core, solutions development is about turning ideas into reality. Once requirements have been defined, the project must develop a solution that satisfies those needs while balancing constraints such as time, cost, quality, and risk. This involves both technical and creative problem-solving.
A key element is solution design. This involves translating requirements into a structured approach for delivery, considering factors such as functionality, performance, usability, and integration with existing systems or processes. Good design ensures that the solution is feasible, efficient, and aligned with stakeholder expectations.
The APM Body of Knowledge emphasises the importance of iterative development and refinement, particularly in complex or uncertain environments. Solutions may be developed in stages, allowing for feedback, testing, and improvement. This helps ensure that the final output meets user needs and reduces the risk of defects or misalignment.
Another critical aspect is integration and coordination. Many projects involve multiple components or disciplines, and solutions must be brought together into a coherent whole. Effective coordination ensures that different elements work together seamlessly and support the overall objectives.
Quality management is central to solutions development. Standards, testing, and validation processes are used to ensure that the solution meets defined requirements and performs as intended. This includes both verification (building the solution correctly) and validation (building the right solution).
The APM Body of Knowledge also highlights the importance of innovation and creativity. Solutions development often requires new approaches or improvements on existing practices. Encouraging innovation can lead to more effective, efficient, or sustainable outcomes.
Stakeholder engagement remains vital throughout the process. Involving users and other stakeholders in design reviews, testing, and feedback ensures that the solution remains aligned with their needs and expectations.
Finally, solutions development must be aligned with the overall project life cycle and governance. Decisions about design and development should be subject to appropriate controls, reviews, and approvals to ensure that the solution remains viable and aligned with the business case.
In summary, solutions development is about creating effective and fit-for-purpose outputs. By combining design, iteration, quality assurance, and stakeholder input, it ensures that project deliverables meet requirements and support successful outcomes.
Peter Benton ChPP, CEng, CITP
Strategic Context of Programme Management
Implementing Strategic Change
We can define a programme as "a unique, transient strategic endeavour undertaken to achieve beneficial change and incorporating a group of related projects and business as usual (steady state) activities”.
We can also define programme management as "the coordinated management of projects and business-as-usual activities to achieve beneficial change."
Both of these definitions come from the APM Body of Knowledge 8th edition. See also https://www.apm.org.uk/resources/what-is-project-management/what-is-programme-management/
As we can see, programme management is very much a strategic activity, and in this article, we will look briefly at the context in which this takes place.
The strategic context of programme management refers to the alignment of programmes with an organisation’s long-term objectives and the role programmes play in delivering strategic change. The APM Body of Knowledge (8th edition) positions programme management as a key mechanism for translating strategy into coordinated action, ensuring that change initiatives collectively deliver sustainable value and organisational benefits.
At its core, the strategic context is about linking vision to delivery. Organisations define strategic goals to achieve future success, and programmes provide the structure to realise those goals through a set of related projects and activities. This ensures that change is not fragmented, but managed in a coherent and purposeful way.
A key element is alignment with organisational strategy. Programmes are initiated to address strategic priorities, such as growth, transformation, or improvement. This requires a clear understanding of how programme outcomes contribute to strategic objectives, ensuring that effort and investment are directed towards what matters most.
The APM Body of Knowledge emphasises the importance of benefits realisation within a strategic framework. Unlike projects, which focus on delivering outputs, programmes are concerned with achieving outcomes and benefits that support strategic goals. This requires ongoing coordination and adjustment to ensure that benefits are realised in a changing environment.
Another critical aspect is managing change at a strategic level. Programmes often involve significant organisational transformation, affecting processes, systems, and people. Effective programme management ensures that these changes are integrated, sequenced, and aligned with the organisation’s capacity to absorb them.
Governance and decision-making are central to maintaining strategic alignment. Programme governance structures provide oversight, ensuring that decisions are made in line with strategic priorities and that progress is monitored against expected outcomes. This includes regular reviews to confirm that the programme remains relevant and viable.
The APM Body of Knowledge also highlights the role of external and internal context. Programmes operate within a broader environment that includes market conditions, regulatory requirements, organisational culture, and stakeholder expectations. Understanding this context helps ensure that programmes remain responsive and adaptable.
Stakeholder engagement is particularly important at the strategic level. Senior stakeholders, including executives and sponsors, play a key role in shaping and supporting programmes. Effective engagement ensures alignment, secures commitment, and enables informed decision-making.
Finally, the strategic context requires a focus on prioritisation and resource alignment. Programmes must compete for resources within the wider portfolio, and their strategic importance influences decisions about funding and support. Ensuring that resources are aligned with strategic priorities is essential for successful delivery.
In summary, the strategic context of programme management is about ensuring that coordinated change delivers organisational strategy. By aligning programmes with strategic objectives, managing benefits, and responding to the wider environment, organisations can achieve meaningful and lasting transformation.
Peter Benton ChPP, CEng, CITP
Programme Life Cycles
Stages in Implementing Strategic Change
A programme lifecycle describes the structured phases through which a programme is initiated, delivered, and closed in order to realise strategic benefits. The APM Body of Knowledge (8th edition) highlights that, unlike projects, programme lifecycles are focused on outcomes and benefits over time, rather than simply delivering outputs.
At its core, a programme lifecycle is about coordinating change in a controlled and flexible way. Programmes often operate in complex and evolving environments, so their lifecycles are typically less rigid than project lifecycles and must accommodate ongoing learning and adaptation.
A typical programme lifecycle includes several key phases:
- Identification – Defining the strategic need and establishing the programme’s vision, objectives, and initial scope. This phase aligns the programme with organisational strategy and secures sponsorship.
- Definition – Developing the programme in detail, including its governance structure, roadmap, constituent projects, and benefits realisation plan. This phase sets the foundation for delivery.
- Delivery – Coordinating and managing the projects and activities that make up the programme. This phase focuses on implementing change, managing dependencies, and ensuring that outputs are integrated effectively.
- Benefits realisation – Monitoring and ensuring that the intended benefits are achieved as outputs are adopted. This phase often overlaps with delivery and extends beyond it, reflecting the ongoing nature of benefits.
- Closure – Formally closing the programme once its objectives have been achieved or it is no longer viable. This includes reviewing performance, capturing lessons learned, and ensuring that responsibilities are transferred to business-as-usual operations.
A representative diagram is shown below.
The APM Body of Knowledge emphasises that programme lifecycles are often iterative and overlapping. For example, benefits realisation may begin before all projects are complete, and new projects may be initiated as the programme evolves. This reflects the dynamic nature of programmes and their focus on long-term outcomes.
A key feature of programme lifecycles is the use of tranches or stages. These are segments of the programme that deliver incremental change and benefits. Each tranche is typically reviewed before proceeding, allowing decisions to be made based on performance, emerging risks, and changing strategic priorities.
Governance and decision points are integral throughout the lifecycle. Regular reviews ensure that the programme remains aligned with strategy, continues to be viable, and is delivering value. This enables organisations to adapt or redirect the programme as needed.
The APM Body of Knowledge also highlights the importance of flexibility and responsiveness. Programmes must be able to adapt to changes in the internal and external environment, adjusting scope, priorities, or approach to maintain alignment with strategic objectives.
In summary, typical programme lifecycles provide a framework for managing complex, strategic change over time. By structuring delivery into phases and tranches, while allowing for iteration and adaptation, they enable organisations to realise benefits and achieve long-term objectives effectively.
Peter Benton ChPP, CEng, CITP
Core Programme Management Processes
Overview of the Typical Elements
Core programme management processes are the structured activities used to coordinate, control, and deliver a programme’s intended outcomes and benefits. The APM Body of Knowledge (8th edition) describes these processes as essential for managing complexity, ensuring alignment, and enabling programmes to deliver strategic change effectively.
At their core, these processes are about coordinating multiple related projects and activities to achieve outcomes that cannot be delivered in isolation. Programmes operate at a higher level than projects, focusing on integration, dependency management, and benefits realisation.
A key element is programme definition and planning. This involves establishing the programme’s vision, objectives, scope, and structure. It includes identifying constituent projects, defining governance arrangements, and developing a roadmap that outlines how change will be delivered over time.
The APM Body of Knowledge emphasises the importance of benefits management as a central process. Programmes are driven by the need to deliver outcomes and benefits, so processes must be in place to identify, plan, track, and realise these benefits. This ensures that the programme remains focused on value rather than just outputs.
Another critical aspect is dependency and integration management. Programmes often involve multiple interrelated projects, and managing the relationships between them is essential. This includes coordinating schedules, aligning outputs, and ensuring that dependencies are understood and managed effectively.
Stakeholder engagement and communications are also key processes. Programmes typically involve a wide range of stakeholders, including senior leaders, operational teams, and external partners. Effective engagement ensures alignment, supports decision-making, and facilitates the adoption of change.
The APM Body of Knowledge also highlights the role of risk and issue management at a programme level. Risks may arise not only within individual projects but also from their interactions and the broader programme context. Managing these risks holistically helps protect the programme’s objectives.
Governance and decision-making processes provide oversight and control. Programme boards or steering groups review progress, assess performance, and make key decisions. Regular reviews ensure that the programme remains aligned with its objectives and continues to be viable.
Another important process is transition management, which ensures that programme outputs are successfully integrated into business-as-usual operations. This supports the realisation of benefits and ensures that change is embedded effectively.
Finally, core programme management processes must be adaptive and iterative. Programmes often operate in dynamic environments, so processes should allow for flexibility and adjustment as circumstances change.
In summary, core programme management processes provide the structure needed to coordinate complex change and deliver strategic outcomes. By integrating planning, governance, benefits management, and stakeholder engagement, they enable programmes to achieve their intended value.
Peter Benton ChPP, CEng, CITP
Portfolio Management and Organisational Context
How an Organisation Uses Portfolios to Achieve its Aims
We can define a portfolio as, “a collection of projects and/or programmes used to structure and manage investments at an organistional or functional level to optimise strategic benefits or operational efficiency” (APM Body of Knowledge 8th Edition) and we can define Portfolio management as, "the selection, prioritisation and control of an organisation’s programmes and projects, in line with its strategic objectives and capacity to deliver" (APM Body of Knowledge 8th Edition). See also https://www.apm.org.uk/resources/what-is-project-management/what-is-portfolio-management/
From this, we can infer that the we need to ensure that the right change initiatives, aligned with strategy, are undertaken, whilst at the same time balancing the implementation of these change initiatives with the maintenance of business-as-usual and optimising return on investment. So how does an organisation use a portfolio (or portfolios) to do this?
At its core, portfolio management is about strategic decision-making and value optimisation. Organisations typically have more ideas and opportunities than they can deliver, so portfolio management provides a structured approach to deciding which initiatives to pursue, defer, or stop. This ensures that resources are invested in activities that deliver the greatest value.
As we can see from the above definitions, a key element is the alignment of the portfolio with organisational strategy. All projects and programmes within the portfolio should contribute to strategic goals, such as growth, efficiency, or transformation. This alignment ensures coherence between long-term vision and day-to-day delivery activities.
The APM Body of Knowledge emphasises the importance of prioritisation and balancing. Portfolio management involves evaluating initiatives based on criteria such as benefits, cost, risk, and strategic fit, and then prioritising them accordingly. It also requires balancing the portfolio to achieve an appropriate mix—for example, short-term versus long-term initiatives, high-risk versus low-risk work, and mandatory versus discretionary change.
Another critical aspect is the organisational context in which portfolio management operates. This includes factors such as organisational structure, culture, governance frameworks, and available resources. Portfolio management must be tailored to fit this context, ensuring that processes and decision-making structures are appropriate and effective.
Resource management and capacity planning are central to portfolio management. The portfolio must reflect what the organisation can realistically deliver, taking into account constraints such as funding, skills, and time. Effective portfolio management avoids overcommitment and ensures that resources are allocated to the highest priorities.
The APM Body of Knowledge also highlights the role of governance and leadership. Portfolio boards or senior leadership teams are responsible for making strategic decisions, supported by clear governance arrangements. These structures ensure accountability, transparency, and consistency in decision-making.
Performance monitoring and control are essential to maintain alignment and value. Portfolio management involves tracking the performance of projects and programmes, assessing whether they continue to justify investment, and making adjustments as needed. This may include reprioritising, reallocating resources, or terminating initiatives that no longer deliver sufficient value.
Finally, portfolio management is inherently dynamic and adaptive. The organisational environment may change due to market conditions, technological developments, or internal priorities. Portfolio management must respond to these changes, continuously reshaping the portfolio to remain aligned with strategy.
In summary, the fundamentals and organisational context of portfolio management are about ensuring that the organisation is doing the right work, in the right way, at the right time. By aligning initiatives with strategy, balancing competing demands, and operating within the organisational context, portfolio management enables effective and sustainable delivery of change.
Peter Benton ChPP, CEng, CITP
Key Portfolio Management Processes
What are the Main Things We Need to Do?
Key processes of portfolio management are the structured activities used to select, prioritise, monitor, and control an organisation’s projects and programmes to ensure alignment with strategic objectives. The APM Body of Knowledge (8th edition) highlights these processes as essential for ensuring that organisations are investing in the right initiatives and delivering maximum value.
At their core, these processes are about decision-making at a strategic level. Portfolio management provides a framework for evaluating competing demands and determining which initiatives should be undertaken, continued, or stopped. This ensures that resources are focused on work that best supports organisational goals.
A key element is portfolio definition and selection. This involves identifying potential projects and programmes, assessing them against agreed criteria—such as benefits, cost, risk, and strategic fit—and selecting those that should be included in the portfolio. This process ensures that only viable and valuable initiatives are pursued.
The APM Body of Knowledge emphasises the importance of prioritisation and balancing. Once initiatives are selected, they must be prioritised to reflect their relative importance. Portfolio balancing ensures an appropriate mix of work, considering factors such as short-term versus long-term value, risk exposure, and resource demand.
Another critical process is resource allocation and capacity management. Portfolio management must ensure that the organisation has the capability to deliver its chosen initiatives. This involves allocating funding, people, and other resources in line with priorities, while avoiding overcommitment.
Performance monitoring and control are central to maintaining alignment and value. Portfolio performance is tracked using key indicators, enabling decision-makers to assess whether initiatives are delivering as expected. Regular reviews provide opportunities to adjust priorities, reallocate resources, or terminate underperforming projects.
The APM Body of Knowledge also highlights the role of risk management at a portfolio level. This involves understanding and managing risks across the entire portfolio, including the cumulative impact of individual project risks and broader strategic uncertainties.
Governance and decision-making processes underpin all portfolio activities. Portfolio boards or senior leadership teams provide oversight, make key decisions, and ensure that processes are applied consistently. Clear governance structures support transparency, accountability, and effective control.
Another important process is benefits realisation and value management. Portfolio management focuses not just on delivering outputs, but on ensuring that the overall portfolio delivers the intended benefits and strategic value. This requires ongoing tracking and evaluation of outcomes.
Finally, portfolio management processes must be continuous and adaptive. As organisational priorities and external conditions change, the portfolio must be reviewed and reshaped. This dynamic approach ensures that the organisation remains responsive and focused on delivering value.
In summary, the key processes of portfolio management provide the structure needed to select, prioritise, and control change initiatives at a strategic level. By integrating selection, governance, performance monitoring, and resource management, these processes enable organisations to maximise value and achieve their strategic objectives.
Peter Benton ChPP, CEng, CITP
Fundamentals of PMOs (Project Management Offices)
What are They, What do They Do, and What Forms do They Take?
Definition of a PMO
We can define a Project Management Office (PMO) as an organisational structure that provides support for projects, programmes and/or portfolios (APM Body of Knowledge (8th edition)).
Although they come in many forms, and specific responsibilites can differ, PMOs generally support, standardise, and improve the delivery of projects and programmes across an organisation. The APM Body of Knowledge (8th edition) describes PMOs as key enablers of effective P3M, helping organisations achieve consistency, control, and improved performance in delivering change.
Key PMO Activities
At their core, PMOs are about providing structure and support. They establish frameworks, processes, and standards that guide how projects and programmes are managed. This helps ensure that delivery is consistent, aligned with governance requirements, and capable of meeting organisational objectives.
A key element is the standardisation of methods and practices. PMOs often define and maintain methodologies, templates, and tools that project and programme teams use. This reduces variability, improves efficiency, and enables better comparison and reporting across initiatives.
The APM Body of Knowledge emphasises the importance of support and facilitation. PMOs provide practical assistance to delivery teams, such as planning support, reporting, risk management guidance, and administrative services. This allows project and programme managers to focus on leading delivery while benefiting from centralised expertise.
Another critical aspect is information management and reporting. PMOs collect, analyse, and present data on project and programme performance. This provides visibility to senior stakeholders, supports decision-making, and ensures that issues and risks are identified early.
Governance support is also a central function. PMOs help implement governance arrangements by coordinating reviews, maintaining documentation, and ensuring that processes are followed. This strengthens oversight and helps ensure compliance with organisational standards.
The APM Body of Knowledge highlights that PMOs can operate at different levels, including project, programme, or portfolio level, and may vary in scope and authority. Some PMOs focus on support and coordination, while others take on more directive roles, such as prioritising work or allocating resources.
Capability development is another important function. PMOs contribute to building organisational maturity by promoting best practices, supporting training and development, and facilitating lessons learned. This helps improve performance over time and strengthens the organisation’s ability to deliver change.
Finally, PMOs must be aligned with organisational needs and context. Their structure, role, and level of control should reflect the organisation’s size, complexity, and strategic priorities. A well-designed PMO adds value by supporting delivery without creating unnecessary bureaucracy.
In summary, PMOs provide the foundation for consistent and effective project and programme delivery. By standardising practices, supporting teams, and enabling governance and insight, they help organisations improve performance and achieve successful outcomes.
Different Types PMO
A useful description of this can be found in the the PMI’s "PMO Value-Ring Framework and Flywheel". See https://pmoga.pmi.org/resources/pmo-value-ring
This redefines the traditional view of PMOs by positioning them as dynamic, value-driven entities rather than static support functions. Instead of a single model, the framework recognises that PMOs evolve and operate in different forms depending on organisational needs, maturity, and strategic intent.
At its core, the framework identifies several types of PMO roles, each contributing differently to value creation. These include the following broad classes.
1. Supportive PMO
A supportive PMO provides guidance, standards, and tools to project teams. It acts as a centre of excellence, offering templates, best practices, training, and knowledge sharing. Key characteristics are:
- Low level of control
- Focus on consistency and capability building
- Enables teams rather than directing them
This type is often found in organisations with decentralised delivery where flexibility is important.
2. Controlling PMO
A controlling PMO introduces governance, compliance, and oversight. It ensures that projects follow defined processes, standards, and reporting requirements. Key characteristics are:
- Moderate level of control
- Focus on governance and assurance
- Ensures alignment with organisational policies
This type balances flexibility with the need for consistency and accountability.
3. Directive PMO
A directive PMO takes a more hands-on role in delivery, directly managing projects and programmes. Key characteristics are:
- High level of control
- Centralised authority over delivery
- Focus on execution and performance
This model is common in organisations requiring strong control over critical initiatives.
4. Strategic (Enterprise) PMO
The framework emphasises the growing importance of the strategic PMO, which operates at an enterprise level. Key characteristics are:
- Aligns portfolios with organisational strategy
- Supports decision-making and prioritisation
- Focuses on value realisation rather than just delivery
This type plays a key role in connecting strategy to execution.
5. Value-Driven / Adaptive PMO
A key insight of the PMI framework is that modern PMOs must be adaptive and value-focused. Rather than fitting into a fixed category, PMOs evolve across a spectrum of roles depending on organisational needs. Key characteristics are:
- Focus on outcomes and benefits
- Continuously adapts services and capabilities
- Integrates data, insights, and stakeholder feedback
This is where the “flywheel” concept comes in—PMOs continuously learn, improve, and reinforce value delivery over time.
The Value-Ring and Flywheel Concept
The Value-Ring represents the PMO’s role in enabling value across the organisation—through governance, delivery support, strategic alignment, and capability development.
The Flywheel illustrates how PMOs build momentum, in that they:
- Deliver value
- Gain trust and credibility
- Expand influence
- Enable greater strategic impact
Over time, this creates a self-reinforcing cycle of continuous improvement and increasing organisational value.
The PMI’s PMO Value-Ring Framework and Flywheel shifts the perspective from “what type of PMO is it?” to “how does the PMO create value?”. While supportive, controlling, directive, and strategic PMOs still exist, the modern PMO is increasingly adaptive, outcome-focused, and integrated into organisational strategy.
In essence, the most effective PMOs are those that evolve—moving beyond governance and support to become key drivers of value and strategic success.
Peter Benton ChPP, CEng, CITP