A PMO should improve decisions and delivery confidence rather than manufacture reporting.
The minimum useful PMO establishes one version of scope, milestones, schedule, cost, RAID, decisions, dependencies and benefits. Reporting should distinguish information from action: what changed, why it matters, what decision is required and who owns the next move. The PMO should scale controls to project risk rather than apply identical bureaucracy everywhere.
Control 21 perspective
The practical question is not whether the concept is fashionable, but whether it improves decisions, delivery or operations. Control 21 approaches the topic through governance, implementation and measurable operating outcomes.
Next step
What should your organisation do next?
Describe the problem to AVA or speak directly with Control 21 about a scoped engagement.