Project Management Office
　　项目管理办公室
　　A project management office （PMO） is an organizational unit to centralize and coordinate the management of projects under its domain. A PMO can also be referred to as a “program management office,” “project office,” or “program office.” A PMO oversees the management of projects, programs, or a combination of both. The projects supported or administered by the PMO may not be related other than by being managed together. Some PMOs, however, do coordinate and manage related projects. In many organizations, those projects are indeed grouped or are related in some manner based on the way the PMO will coordinate and manage those projects. The PMO focuses on the coordinated planning, prioritization and execution of projects and subprojects that are tied to the parent organization's or client's overall business objectives.
　　项目管理办公室（PMO）是组织中集中和协调管理其管辖的各个项目的实体。项目管理办公室也可以叫做“计划管理办公室”或“计划办公室”。项目管理办公室监督项目或计划，或者两者组合的管理。由项目管理办公室支持或负责日常事务的项目除了一起管理之外，彼此之间不一定有关系。但是，有些项目管理办公室的确协调和管理互相联系的项目。在许多组织中，项目的确根据项目管理办公室协调与管理这些项目的方式而组合，或以某种方式互相联系起来。项目管理办公室将注意力集中在与母体组织或顾客整体经营目标紧密联系的项目和子项目的统一规划、优先顺序、轻重缓急和执行方面。
　　PMOs can operate on a continuum, from providing project management support functions in the form of training, software, standardized policies, and procedures, to actual direct management and responsibility for achieving the project objectives. A specific PMO can receive delegated authority to act as an integral stakeholder and a key decision-maker during the initiation stage of each project, can have the authority to make recommendations, or can terminate projects to keep the business objectives consistent. In addition, the PMO can be involved in the selection, management, and redeployment, if necessary, of shared project personnel and, where possible, dedicated project personnel.
　　项目管理办公室的任务范围很广，事无巨细，从为项目管理提供培训、软件、标准方针与程序方面的支持，到实际直接管理并承担实现项目目标的责任。具体的项目管理办公室在每一个项目的发起阶段可以接受委托与权限，充当利害关系者代表和关键的决策人，还可能有权提出建议，甚至有权为坚持经营目标而终止项目。此外，如有必要，项目管理办公室也参与对全职或兼职项目团队人员的选用、管理和调动，如有可能，应尽量选用全职的团队人员。
　　Some of the key features of a PMO include, but are not limited to:
　　项目管理办公室的某些重要特征包括，但不限于如下方面：
　　Shared and coordinated resources across all projects administered by the PMO
　　所有项目共同使用的资源由项目管理办公室管理并协调；
　　Identification and development of project management methodology, best practices, and standards
　　识别与提出项目管理方法系、最好的做法和标准；
　　Clearinghouse and management for project policies, procedures, templates, and other shared documentation
　　交换项目方针、程序、样板和其他共用文件的场所；
　　Centralized configuration management for all projects administered by the PMO
　　对所有由项目管理办公室管理的项目进行集中的配置管理；
　　Centralized repository and management for both shared and unique risks for all projects
　　对所有项目的共同与独特风险进行集中缓冲与管理；
　　Central office for operation and management of project tools, such as enterprise-wide project management software
　　使用与管理项目工具，如全组织项目管理软件的集中场所；
　　Central coordination of communication management across projects
　　统一协调各项目之间的沟通管理；
　　A mentoring platform for project managers
　　各项目经理的辅导站；
　　Central monitoring of all PMO project timelines and budgets, usually at the enterprise level
　　一般站在组织的角度集中监视所有由项目管理办公室管理的项目时间进度和预算；
　　Coordination of overall project quality standards between the project manager and any internal or external quality personnel or standards organization.
　　在项目经理与任何内部或外部质量人员或标准组织之间协调整个项目的标准。
　　Differences between project managers and a PMO may include the following:
　　项目管理与项目管理办公室之间的差别可能包括如下方面：
　　Project managers and PMOs pursue different objectives and, as such, are driven by different requirements. All of these efforts, however, are aligned with the strategic needs of the organization.
　　项目经理与项目管理办公室追求的目标不同，并因此而服从不同的要求。然而，所有这些努力都应同组织的战略保持一致。
　　A project manager is responsible for delivering specific project objectives within the constraints of the project, while a PMO is an organizational structure with specific mandates that can include an enterprisewide perspective.
　　项目经理负责在项目的制约范围内提交具体的项目成果，而项目管理办公室是一种包括诸如全组织视野等在内的具体强制性要求的组织结构。
　　The project manager focuses on the specified project objectives, while the PMO manages major program scope changes and can view them as potential opportunities to better achieve business objectives.
　　项目经理的注意力中心是事先规定好的项目目标，而项目管理办公室负责管理重要的计划范围变更，可能将其视为能够更好地实现经营目标的潜在机会。
　　The project manager controls the assigned project resources to best meet project objectives, while the PMO optimizes the use of shared organizational resources across all projects.
　　项目经理控制分配给项目的资源，以便最好地实现项目目标，而项目管理办公室在所有的项目中以最优的方式使用共用的组织资源。
　　The project manager manages the scope, schedule, cost, and quality of the products of the work packages, while the PMO manages overall risk, overall opportunity, and the interdependencies among projects.
　　项目经理管理工作细目成果的范围、进度、费用和质量，而项目管理办公室管理整体风险、整体机会和项目之间的相互依赖关系。
　　The project manager reports on project progress and other project specific information, while the PMO provides consolidated reporting and an enterprise view of projects under its purview.
　　项目经理报告项目绩效和项目具体的信息，而项目管理办公室提供统一的报告，以及从单位整体角度对由其管辖的项目的看法。