At PMO, we believe in building long-term relationships with our clients, something we earn through ethical decision-making and proven value in every engagement. Our integrated approach includes 8 specialties and training services that all work together to protect projects and people from risk.

A project management office (PMO for short) is a group or department within a business, government agency, or company that defines and maintains project management standards within the organization. The PMO strives for standardization and the introduction of savings from repetition in the implementation of projects. The PMO is a source of documentation, guidance, and metrics for the practice of project management and execution.

PMO was founded in 2005 when Kameron Jones and Paul Raynor recognized the need for a consultancy that could provide specialist risk management professionals.
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With over 15 years of progressive experience and a reputation for integrity in everything we do, we have now grown into 8 divisions plus training services, each working together to protect our clients in all aspects of risk management. We always work from the ground up on every project we take on, providing peace of mind for stakeholders, management, and field staff.
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We have built trust with our clients through our commitment to the safety of their people and the success of their projects. Our offerings are interconnected and all our staff has corporate and field experience, giving us the unique ability to provide a one-stop shop for all aspects of risk management.
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PMO operations are local, regional and global, but all our valued clients know we are always just a phone call away.

There are many opinions and procedures that, according to some, the OŘP must comply with. The 5th edition of the PMBoK devotes a page and a half to this discussion, identifying the 6 functions of a PMO. Hobbs & Aubry (2010) identified 27 distinct PMO functions and highlighted a number of them that were uncorrelated with increased project performance. Darling & Whitty (2016) state that there is a need for evidence-based management practice, that consultants and practitioners provide unproven solutions in which public and private organizations invest huge amounts of funding with no guaranteed outcome, further publishing opinions without scientific knowledge. foundations in science, medicine, or law would not be tolerated and it is equally important that the rationale is presented in the field of management as the current PMO looks like