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The responsibilities of the project management office are varied and should be incorporated based on the PMO structure selected, the organizational culture, and the strategic objectives of the organization. Some organizations my benefit from utilizing all the roles and responsibilities due to size and complexity; others may only need a few roles initially, and as the organization and the PMO evolve, additional roles may become applicable.

This is a list of general responsibilities of the project management office:

• Maintain the repository for status reports, work plans, proposals, change requests, etc.
• Identify and resolve common problems and potential risk issues across projects
• Provide oversight to ensure projects are in compliance with established standards
• Standardize project management processes, tools, documentation, and templates
• Monitor project portfolio to ensure timely updates and performance reporting process
• Improve project management capabilities, knowledge, competence, and skills
• Provide up-to-date portfolio-level status reporting to executive management
• Reduce cost of projects to positively impact the overall portfolio management cost
• Provide PM guidance, training, tools, and techniques to project managers
• Conduct post project reviews, lessons learned, and performance score cards
• Implement continuous improvement to the overall project management process

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Additionally, these are the roles and responsibilities of each position within the PMO. Each organization should select applicable and appropriate positions according to the needs of the organization.

PMO EXECUTIVE
POSITION ROLE AND RESPONSIBILITIES:
- Provide direction in crafting the PMO value proposition
- Secure and maintain acceptance of the PMO across the organization
- Catalyst in establishing and deploying the PMO strategy
- Motivate executive buy-in and confidence for the process
- Develop, present, and institute the PMO Charter
- Direct the resource needs of the PMO
- Deliver PMO activities aligned with the value proposition
- Joint approval authority with executives for external PM contracts
- Oversee and approve periodic schedules and work packages
- Establish programs to attract and retain PMO staff

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value sustained by the organization

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PROJECT PORTFOLIO MANAGER
POSITION ROLE AND RESPONSIBILITIES:
- Manage the portfolio and report to the PMO Executive
- Develop and maintains the of the strategic project portfolio
- Cooperate with the Resource manager in maintaining the resource portfolio
- Liaison to the Finance Manager in monitoring the strategic assets portfolio
- Performs financial analyses and portfolio management "what-if" scenarios
- Provide oversight and analysis of the active strategic project portfolio
- Provide portfolio performance recommendations to executive management
- Re-align and balance the portfolios according to strategic decisions
- Evaluate project flow and implementing steps to improve the process
- Publish periodic potfolio performance forecasts and reports
- Facilitate the development and definition of the prioritization tool
- Serve as acting PMO Executive, whenever necessary

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value sustained by the organization
- Measurable, documented increase in ROI from the active project portfolio

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RESOURCE PORTFOLIO MANAGER
POSITION ROLE AND RESPONSIBILITIES:
- Provide management of the resource portfolio of the organization
- Coordinate with the Project Portfolio Manager in maintaining the portfolios
- Provide a mechanism for an efficient process in resource portability
- Facilitate the efficient utilization of strategic resources over multiple projects
- Monitor resource utilization trends and ensure utilization is aligned with strategic goals
- Facilitate the PM community in managing just-in-time allocation of resources

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Positive utilization trend and management of the organization’s strategic resources
- Measurable cost savings by reducing delays due to shortage of non-strategic resources

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PROJECT MANAGEMENT MENTOR
POSITION ROLE AND RESPONSIBILITIES:
- Principal catalyst in rescuing troubled projects
- Report directly to the PMO Executive
- Provide training and mentoring to project managers and team members
- Work closely with project teams in delivering active projects
- Conduct project performance analysis and maturity assessment
- Coach, mentor, and motivate the project management community through critical project management issues
- Facilitate project sponsors and managers in identifying and managing delivery opportunities and threats

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value recognized by the organization
- Financial benefits realized due to efficient management of delivery opportunities and threats

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PROJECT MANAGEMENT TOOL MENTOR
POSITION ROLE AND RESPONSIBILITIES:
- Report directly to the Project Management Mentor
- Provide coaching, mentoring, and technical training on efficiently using project management tools
- Ensure project and resource managers to utilize PM tools and techniques
- Ensure improved skills for PM members in using PM tools and techniques
- Ensure robust process for the integrity of project data in PM data repository
- Assist project rescues and rescheduling work load in the PM scheduling tool

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Improved PM community competence in utilizing PM tools and techniques
- Secured process for data integrity in repository and accuracy in reporting

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PROJECT MANAGEMENT TRAINER
POSITION ROLE AND RESPONSIBILITIES:
- Coordinate with functional and project managers to provide training to the project management community
- Work with outside vendors to provide training in existing and emerging tools and technologies, as needed
- Provide training in basic and advanced PM methodologies and concepts.
- Provide a forum for continuous learning and education in PM tools and techniques

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Measurable improvement in skills and competence by project managers and teams
- Measurable financial benefit from training, recognized by sponsors and executives

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METHODOLOGY SPECIALIST
POSITION ROLE AND RESPONSIBILITIES:
- Facilitate project teams in selecting the right PM methodology
- Monitor compliance of project teams when applying PM metholodology
- Facilitate the PM Mentor in managing obstacles and resistance
- Assess team skills in identifying inherent risks in the methodology on key projects

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Consensus in the PM community regarding positive benefits of the methodology

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HELP DESK SPECIALIST
POSITION ROLE AND RESPONSIBILITIES:
- Provide support to the PM community for PMO-related service requests
- Perform daily PMO-related customer service activities
- Provide expeditious response to PMO-related requests from the PM community

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Efficient, expeditious, results-oriented response to PMO-related help desk requests

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DATA ADMINISTRATOR
POSITION ROLE AND RESPONSIBILITIES:
- Support PMO staff members with ongoing administrative requirements
- Coordinate with PMO staff in producing monthly forecast and deliverables report
- Serve as the chief document and archives librarian
- Serve as a primary support for the portfolio manager
- Facilitate customized and Ad hoc reporting requirements
- Monitor the data integrity and processing efficiency of the PMO repository
- Ensure project status reports and work plan schedules are complete and accurate

VALUE TO THE ORGANIZATION:
- Measurable, tangible business value realized by the organization
- Tangible benefits of PMO-related information and support to PMO staff.

Recommended Readings:
Additional material for more insight and discussion on the Project Management Office roles and responsibilities:
Gerald I. Kendall, PMP & Steven C. Rollins, PMP 2003; Advanced Project Portfolio Management and the PMO, J. Ross Publishing
Jean Brittingham; Aligning project Delivery for Success in a Program Management Environment, CH2M HILL
Michael Thirty, 2006; The IT PMO: What is it Really Managing? www.pmforum.org
Russ Martinelli & Jim Waddell, 2007; Program Management: A Framework for Collaboration; Program Management Academy