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| # | Function | Definition |
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| A | Participation in project implementation | The PMO can identify areas of cooperation in each of the organizational projects requiring help or accepting participation and cooperation, especially in the initial stages of its formation, to fixate its position and prove its usefulness. These areas include preparing the project charter, managing the initial project meetings, participating in project risk management, participating in project change management, and participating in project completion. |
| B | Project support | This function includes the executive support services that a PMO can provide a project manager and a project team without direct participation in the project. This support can include project planning, project recovery, and standardization of report formats. |
| C | Development of project management methodology | By definition, methodology means a set of methods, procedures, and regulations that can be used by the individuals working in a specific area. To implement the goals of these standards, the PMO should design certain methodologies for achieving its goals by employing project management standards. |
| D | Consultation and training | Consultation and training are performed when the project team has appropriate members who lack the necessary competence and qualification for undertaking their tasks. Therefore, the PMO employs one or several well-trained experts for cooperation with the project team members who have some disqualifications. |
| E | Project planning and auditing | Generally, auditing is a process including certain activities such as observation, identification, evaluation, and detection in which the quality, efficiency, and output values of projects are to be based on the predefined standards and goals. For this purpose, the PMO should provide projects with the auditing capability, guide project auditing, and manage the results of project auditing. |
| F | Portfolio management | This function empowers the PMO to resolve bottlenecks and concerns of senior managers and project managers in an organization. For this purpose, the PMO can establish the portfolio management, integrate projects in a portfolio, and manage project fractions and interferences. |
| G | Management of relationships with customers and suppliers | The PMO can manage customer relationships, manage customer contracts, and manage customer satisfaction by identifying the ways of communicating with customers in the project management environment and providing instructions for the business aspects of projects. At the same time, the PMO can create value-added for the organization by identifying and determining the qualifications of suppliers and managing their contracts. |
| H | Project knowledge management | In project-oriented organizations, a gap is the negligence of or inattention to knowledge management, which imposes heavy costs without even they understand. Therefore, an important PMO function can be used to create and develop knowledge management in order to develop the PMO methodology in an organization. |
| I | Project governance | This PMO function provides the project stakeholders with the necessary authority and guidance, so that they ensure that the project management goals are fulfilled within the project management environment. |
| J | Determination of project organizations and structures | The alignment of project managers in an organization is a business goal. For this purpose, the PMO can define the structures of projects, determine roles and responsibilities of project team members, and select the stakeholders in the project management environment. |
| K | Resource management | A major PMO function is to participate in resource management of projects and make the necessary arrangements for the supply of resources in particular. |
| L | Project recovery | This function helps an organization take the necessary actions to put the derailed projects back on the PMO-based plan. |
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