![]() Resource allocation and scheduling is something a PSO focuses on, so they should be optimising the resources your office is improving.īoth offices will work together on this, with the PSO letting the PMO know what skills will be needed so that the PMO can plan and bring in the right people accordingly. The role of the PSO is to make sure that the right people are then assigned to the projects they are needed on. The PMO is there to make sure the skills are needed, and the pool of people your project can pull on is suitable for the projects that are in the pipeline. UpskillingĪlong with training around the project methodology, your PMO will retain the role of offering training and upskilling more generally. The PMO should focus on improving and refining, such as offering training in the methodology where needed. This can include gathering the data that monitors the process and project success. Your PMO will have processes and documentation designed to help projects work within the project methodology you lay out.Ī project support office will take over some of the roles to support the use of your chosen methodology. This refers to the way projects are run, such as: When your PMO was created – and ever since – you’ll have been working to define and refine the project methodology your projects will use. ![]() Here, we dive into the four key differences you’ll see between a PMO and s PSO. Setting up a PSO will mean some functions will be taken out of your PMO, freeing up your team to do more leadership and strategic work. Its function is to bring together administrative tasks of projects and allow resources to get the project work completed. We’re going to look at the four main differences between a PMO and a PSO so you can decide if your organisation is ready for both.Ī PSO is generally found in a larger organisation that deals with lots of projects in a portfolio. Most businesses that run a portfolio of projects will have a project management office (PMO), but a project support office (PSO) is much less common.
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