This article contributes to the understanding of project management offices (PMOs) from the current momentum towards large-scale agile frameworks (LSAFs) as the dominating approach to organizing development projects. LSAFs embrace many typical PMO responsibilities; however, this study highlights that PMOs receive new and tentatively critical responsibilities when moving from a stakeholder position (ISO 21500) to (re-)institutionalizing as a core element in the project governance of enterprises. Essential PMO roles can be top-management alignment and reporting, cross-project coordination, funding and staffing, controlling, and external management of “political” and organizational matters. The research limitations relate to the use of Denmark as the key setting and the targeting of mostly larger companies and larger projects.