2. According to the recent survey, 70% of the organizations have PMO implemented. However, only about 33% of these PMOs fully achieved the expectation and contributed the business value (Barnard, 2014). Being an effective PMO can help the organization to maximize and sustain the value (Hurt and Thomas, 2009) and to increase the percentage of PMO in realizing its potential in contributing business value. Among all the factors, the PMO can perform effectively by integrating the business strategy into the project management processes, implementing a governance framework (Puleo, 2007) and running as a change agent to continuously transforming the organizations methodology, processes, culture and other aspects according to the business direction (Pellegrinelli and Garagna, 2008). •Extending this conversation into new but relevant areas of PMO’s (250) words References: Greengard, S. (2013) Do you need a PMO? [Online]. Available from: . Hurt, M. & Thomas, J.L. (2009) ‘Building value through sustainable project management offces’, Project Management Journal, 40 (1), pp.55-72, Business Source Complete [Online]. A/Direct.asp?AccessToken=95X5MI18XJZQKE54UEE1X9QJ5QRU81D199&Show=Object (Accessed: 6 Apr 2016). Puleo, L. (2007) What makes a Project Management Office (PMO) effective? [Online]. Available from: http://it.toolbox.com/blogs/lpuleo/what-makes-a-project-management-office-pmo-effective-15412 (Accessed: 7 Apr 2016). 3. "The primary goal of a PMO is to achieve benefits from standardizing and following project management policies, processes and methods and channel the business strategy into projects" (Rouse, 2011). The latter is constantly posited in the literature, indicatively in Crawford (2011) who utilizes the term Strategic Project Management Office (SPMO) to explicate its strategic significance. The design concept of a PMO depends on a multitude of organizational factors, including targeted goals, traditional strengths and cultural imperatives. Question: Are all the nuances of the aforementioned aspects adequately reflected in the PMOs classification into servicing, controlling and partnering? Can you think of other PMOs' design "patterns" and in what context?