A PMO is not subject to any standardized interpretation. The organization can lead from portfolio management to program management to project management. In some cases, approaches from product management can also be integrated. Depending on the industry and orientation, these in turn differ in terms of design, process and structure, as well as in their management and control premises.

PMOs have one thing in common: the PMO organization has the vision with a project-oriented company, its forms of action and with your abilities to control and successfully achieve different projects. With increasing recognition of classical (Tayloristic) approaches and transitional forms into agile or sociocratic forms of work, the methods differ and lead to adjustments in the methodological expectation of results as well as various interactions in the system.

We would like to give PMO's, program managers and portfolio managers in the different organizational forms an insight and jointly develop practicable approaches for the diversity of PMO's and for PMO's.  

The community would like to address the following topics, among others:

• What forms of PMO's are common in which industries?
• When should a PMO be introduced? How do I manage a PMO? And what roles and legitimations are required to introduce a PMO?
• Which methods are used in the respective structures and how can they be measured and improved?
• Development of tools and templates specifically for the PMO target group.
• How can the basic principles of PMI be applied? 

Best Practice. We will work on an online knowledge base and develop and make available tools and templates in the working groups.

Networking. We will provide a platform for exchange and the opportunity to ask questions in forums and dedicated working groups.

Publications. We will publish various work results e.g. in the PMI Newsletter or other forums as well as develop professional publications.

Events on various topics concerning the orientation of our community will take place at regular intervals in different forms. It is planned to hold working group meetings every two weeks as well as cross-sectoral working groups every quarter to present interim results. Furthermore, this may result in expert presentations for events, conferences or seminars.

• Annett Schlotte, PMP is a multi-project manager / quality assurance working in the public sector in the area of structural development. She brings her expertise of over 10 years of experience in cross-industry consulting specifically in PMO and project management. She is a certified PMP, with degrees in Master in Project Management and Master in Business Consulting. In these studies she has specifically addressed the maturity development of project, program and portfolio management office processes, their deployment and methodologies.

• Florian Ardighieri, PMP has more than 15 years of experience in project management with a focus on international product development projects in the automotive industry. In his studies, he dealt with intercultural challenges in corporate mergers (M&A). As a project manager in the PMO, he conducts assessments and provides training in this area worldwide.