The structure of a Project Management Office (PMO) can have a transformative impact on delivery effectiveness, governance, and strategic alignment. Two industry frameworks offer valuable lenses through which to view PMO design: PMI’s PMO Typology and PeopleCert’s P3O Model.
PMI identifies three types of PMOs:
– Supportive: low control, offering templates, tools, and advisory support
– Controlling: moderate control, enforcing standards and compliance
– Directive: high control, directly managing projects and assigning project managers
The P3O model from PeopleCert categorizes PMOs by structure:
– Embedded: located within business units or programmes
– Centralized: a single, enterprise-wide PMO function
– Hub and Spoke: a central function with distributed satellite offices (e.g., at portfolio, programme or departmental level)
So how do these models align?
✅ Embedded Offices often operate in a Supportive or Controlling capacity—ideal for environments where business units require some autonomy but benefit from consistent guidance and governance.
✅ Centralized PMOs are typically Directive in nature—owning delivery, controlling resources, and driving standards across the organisation. This model is best suited for organisations seeking strong control, standardisation, and alignment with corporate strategy.
✅ Hub and Spoke models offer the best of all worlds. The central hub may be Directive, setting the strategic framework, while the spokes may take on Supportive or Controlling roles, tailored to local needs and maturity. This allows scalability and flexibility across diverse business areas.
Whether your organisation is scaling delivery, embedding governance, or optimising portfolio performance, aligning your PMO structure with both PMI’s typology and the P3O model ensures the right level of support, control and strategic oversight.
The key is context. PMO design isn’t one-size-fits-all – it’s a strategic enabler.
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