Building a PMO Charter That Actually Works
How to Start a PMO
A PMO charter is one of the most overlooked tools in setting up a Project Management Office. Too often it is treated as a formality, or worse, skipped altogether. The result is a PMO that launches without clear boundaries, expectations, or support.
A good PMO charter does more than describe what the PMO does. It explains why the PMO exists, who it serves, and how it will deliver value. Done right, it becomes the north star that guides decisions and builds credibility.
Why a Charter Matters
Clarity: Everyone understands the PMO’s mission and scope.
Alignment: Leaders know how the PMO connects to strategy.
Authority: Decision rights are defined, so the PMO is not questioned at every step.
Expectations: Stakeholders know what to expect and how success will be measured.
Key Elements of a Strong PMO Charter:
1 - Purpose and Mission
Answer the “why.” Why is the PMO being created, and what problem is it solving?
2 - Scope of Services
Define what the PMO will and will not do. Will it manage projects directly, or just provide standards and oversight?
3 - Governance and Decision Rights
Spell out who approves projects, who escalates issues, and how decisions are made.
4 - Roles and Responsibilities
Clarify the PMO’s relationship with project managers, executives, and vendors.
5 - Success Measures
Identify how PMO performance will be evaluated: on-time delivery, budget adherence, stakeholder satisfaction, or portfolio alignment.
Tips for Making the Charter Work
Keep it short. Two to three pages is plenty.
Write in plain language, not jargon.
Share it broadly, not just with executives.
Revisit it annually to keep it relevant.
Final Thoughts
A PMO charter is not just paperwork. It is the foundation for building trust and alignment. Taking the time to craft one that is clear, practical, and endorsed by leadership makes everything else easier.
If your PMO is struggling with credibility, start by asking: Do we have a charter that people understand and believe in?
