PMO departments change frequently and for a variety of reasons. In the Scaled Agile Framework the term APMO is used to define a PMO with a focus on supporting business agility. Some PMOs operate in specialist contexts. Darling & Whitty (2016) state there is a need for evidence-based management practice, that consultants and practitioners are providing unproven solutions which organisations both public and private are investing enormous quantities of finance to without assured outcome, further the publication of opinions without scientific basis in the field of science, medicine or law would not be tolerated, and it is equally important for justification to be presented in the management field. Hobbs & Aubry (2010) identified 27 distinct functions of PMOs highlighting a number of these that were found to not correlate to enhanced project performance. The PMBoK 5th edition dedicates a page and a half to such discussion identifying 6 PMO functions. There are many opinions and practices some say PMOs must fulfill.