This article discusses a current case study of achieving strategic organization objectives by adopting a project management office $($PMO$)$ as a tool to manage and align projects within different functions and units, link them to the strategic objectives and at the same time ensure a systematic methodology and tools for execution. The case study focused on building a PMO, selecting the PMO model and explaining the PMO role as per the literature of project management standards and the practices of the organization. The PMO explained within this case study is a unit that supports an operation and maintenance sector $($O&M$)$ that consists of five departments in the Royal Commission for Jubail $($RCJ$)$ in Saudi Arabia. The overall strategy of the RCJ O&M sector is to achieve the cities of excellence mandate. As the PMO accomplished the intended purpose of aligning and achieving strategic objectives of the O&M sector, it will continue to ensure alignment of the functional objectives with strategic objectives. The following points are covered: $($a$)$ initiating and building the PMO; $($b$)$ selecting the PMO model; and $($c$)$ explaining the PMO role. The status of the case study PMO will also be briefly explained.Analyze the case study and provide a summary of your understanding of the key issues that drove the need for PMO?

What type of organization structure they have, and do you believe the type of PMO they chose fits well with their organization structure and why?

What were the steps to setting up their PMO? Compare them to the setup steps in your text.

What were the instituted functions? How do they align with your textbook functions?

Apply the Balanced score model to the case study PMO and state the outcome for ONLY two of the four elements $($Financial$,$ Customers, Growth, and Process$).$