A project management office (PMO) is essential to facilitate sharing of information, tools, recourses, and techniques within an organization. The PMO has the ability to take on a lesser or greater role within the project if they feel it will provide a beneficial end result. The three types of PMO are supportive, controlling, and directive. When Pharaoh commissioned this group to complete the creation of the Great Pyramid Project, clear objectives were established. Many consultants were included on the project, including the PM of the Sphinx Project. The Pharaoh’s specifications and expectations based on prior projects leads me to believe a controlling PMO would be best for this project.   “Controlling PMO’s provide support and require compliance through various means. Compliance may involve adopting project management frameworks or methodologies, using specific templates, forms, and tools, or conformance to governance” (PMBOK ®, 213, pg.11) Having a moderate degree of control would allow the PMO to guide each task force or group to maintain consistency. The Great Pyramids were not built overnight by a handful of individuals. This was a project that would take a long time to execute but should not be evident in the work presented. Completing this task would require framework, compliance, and specific templates. This type of PMO works best when the PMO has the support of many executives (Reiling). In this case, the royal family is closely attached to the supportive consultants and the DPM which aligns with a controlling PMO.