Projects are unique endeavours that, in different ways, have to be managed from their inception to their completion. Contemporary project management embraces several approaches to this task. One such approach involves the establishment of a Project Management Office (PMO) within a host organisation. Establishing a PMO requires careful consideration and, while customisation of a PMO is inevitable, there exists a need for a model or template framework to guide this process.  This research develops a conceptual PMO model to guide organisations in building a PMO for Information Technology (IT) projects in Singapore&amp;rsquo;s financial industry. Effective PMOs in this sector should improve the chances of achieving project success through establishing and pursuing the significant relationships between critical characteristics of the PMO itself, the host organisation, the project managers, and the organisation&amp;rsquo;s project management maturity. Important considerations include the structure of a PMO and the roles it undertakes or is expected to undertake. Furthermore, with the introduction of Generation Y into the workforce, PMOs will need to take into consideration the unique perspective and values of this new cohort in the inter-generational aspects of the PMO in order to be relevant.  The research is to some extent theory building, since the untested final proposition is that, with an optimised form of structure and role definitions, PMOs can be better placed to improve the success rate of IT projects in the Singapore financial sector.  The outcome of this research is a theoretically based and practically relevant model that has been refined and validated. The research findings should advance project management knowledge and practice by providing guidance to organisations that plan to form a new PMO or restructure an existing functional unit. The opportunities for further related research could include applying the model to different types of projects, in different industries and in different countries