| Organizations are making sizeable investments into project management, but research has shown that one is better off betting on a roulette wheel then on projects. Poor results like these have led enterprises to implement a project management office (PMO), which have garnished worldwide attention as a hopeful means of helping businesses improve project performance. Unfortunately, PMOs often struggle during implementation to obtain the necessary traction they require to prove they can make a valuable contribution to successful project outcomes. This study gathered data in order to determine if performance tracking, performed by a PMO, would lead to improvements in project and program performance index (PI) results. In addition, the level of financial obligation associated with various projects and programs examined what impact different levels of obligation would have on project and program PI results. Finally, the data determined if there was an explanatory and predictive relationship between fully tracked and partially tracked projects and programs, along with the level of financial obligation, on these projects and program's PI. |
