，这些分析和规划工具为整个团队提供了有效决策的信息。同时，这也帮助PMO能够集中精力在数据的处理和分析，而不是数据的收集和验证。
图7 PPM工具提供给部门领导的控制台
4.8 回顾
建立项目管理办公室是一项新的部门挑战(Isola et al., 2006)。PMO通过在不同维度展开各种工作来尝试给团队带来积极影响，通过行为改变来为团队的项目和项目集管理带来关键的规范和流程。部门负责人坚定不移的支持和承诺对这一转变取得成功至关重要。此外，PMO必须抓住每一个机会来对管理流程持续改进，在项目生命周期早期确定并减轻风险，并确保最佳实践和经验教训能够被每一个项目吸收(Singh et al., 2009)。PMO全生命周期流程如表1所示。
表1 PMO全生命周期流程总览
项目管理办公室的下一步工作还是围绕着对项目进度、预算和交付的控制展开工作，来协助部门和下属团队成为一个更有成效和更有效的组织。通过行之有效的计划，PMO将设定符合现实的期望, 最终提高业务部门的满意度。
5. 总结
项目管理办公室通常受组织变化而被动变化，这也导致PMO的的平均稳定发展时间少于4年(Hobbs and Aubry, 2007)。Pellegrinelli和Garagna(2009)形容“PMO通常成为个人与流程，以及不同组织派系之间争夺权力和控制的竞技场”。这样的观察表明，PMO的关闭可能不是单纯绩效低下而带来的自然消亡，而更像一种组织战略调整的附带损害。他们同时指出，PMO需要不断地针对快速变化的组织需求和利益干系人的控制缺失而制定相应的流程管理。
为了提高项目管理办公室实现持续发展的可能性，所属的组织应当（1）重点关注项目执行效益、建立项目状态汇报并推进项目管理标准，（2）积极引导项目规划，实现项目组合管理，并进一步建立基于组织战略的项目甄别机制，（3）建立并运行一套项目管理的信息库，以支持项目经验教训在组织内的有效分享，（4）设定组织内项目管理职业规划，建立以项目管理作为组织能力的管理体系。
每一个项目管理办公室都沿着各自设定的线路前进，它的功能和职责随其所在的组织一起发展壮大。PMO 很少能满足组织的所有要求，因此需要针对每一个组织目标设定精确的目标予以实现。为了给组织带来成功，PMO不仅需要成为优秀的战术执行人保障组织的项目交付，更需要将自己转变为组织战略的思想者和推动者。
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