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The Project Management Office (PMO) in a business or professional enterprise is the department or group that defines and maintains the standards of process, generally related to project management,within the organization. The PMO strives to standardize and introduce economies of repetition in the execution of projects. The PMO is the source of documentation, guidance and metrics on the practiceof project management and execution. A good PMO will base project management principles on accepted, industry standard methodologies such as PMBOK or PRINCE2. Increasingly influential industrycertification programs such as ISO9000 and the Malcolm Baldrige National Quality Award (MBNQA) as well as government regulatory requirements such as Sarbanes-Oxley have propelled organizations to standardizeprocesses. Organizations around the globe are defining, borrowing and collecting best practices in process and project management and are increasingly assigning the PMO to exert overall influence andevolution of thought to continual organizational improvement. 90% of projects do not meet time/cost/quality targets. Only 9% of large, 16% of medium and 28% of small company projects were completedon time, within budget and delivered measurable business and stakeholder benefits. [Standish Group Chaos Report, 1995] There are many reasons for such failures. As per a KPMG survey of 252organizations, technology is not the most critical factor. Inadequate project management implementation constitutes 32% of project failures, lack of communication constitutes 20% and unfamiliarity with scope andcomplexity constitutes 17%. Accordingly 69% of project failures are due to lack and/or improper implementation of project management methodologies. According to website CIO.com, establishing a PMOgroup is not a short term strategy to lower costs. Surveys with companies indicates that the longer they have a operating PMO group the better the results achieved to accomplish project goals (which...