1. One PMO can hide another...
If the PMO is assigned to a project on a part-time basis, he/she is expected to add value to the project, but has a degree of independence in the choice and implementation of project methods, as he/she receives instructions from his/her business manager in the Project Management Office.
The integrated PMO, assigned full time to a project, is much more influenced by the project manager, who is the final recipient of its deliverables.
This PMO, or rather these PMOs (generalist PMO, risk manager, planner, etc.) report directly to the project manager and are assigned 100% of their time to the project. While there is still a strong, even hierarchical link with the Project Management Office, this is very different from the one that exists when the PMO is assigned by the Project Management Office to work part-time on a project.
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One PMO can hide another...
Functioning and malfunctioning within the project
Reference standards
FD X50-117, AFNOR, April 2003, Project management - Risk management - Project risk management
ISO 31 000NF AFNOR, January 2010, Risk management - Principles and guidelines
NF ISO 21500 NF AFNOR, October 2012, Project management guidelines
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