Examining an Effective Project Management Office Model for Global Software Development Environments

The failure rates of information technology (IT) projects remain relatively high with 30% to 70% of IT projects failing because of issues with unstructured and decentralized project management processes and procedures. The purpose of this quantitative correlational study was to examine the relationship between roles and methods used to manage projects and project success. Variables associated with roles and methods included (a) monitoring and controlling performance, (b) development of project management competencies and methodologies, (c) multi-project management, (d) strategic management, (e) organizational learning, and (f) PMO organizational structure; project success was the dependent variable. Leadership theory served as the theoretical framework guiding the study. In this study, 107 information technology professionals from a major global software organization with operations in the United States, India, and Argentina completed an electronic survey. The data were analyzed using a multiple regression analysis to examine whether the 6 independent variables were significant predictors of project success. All variables associated with project management roles and methods were significant predictors of project success. Implications for positive social change include increased morale and improved knowledge sharing practices for leaders, project teams, and executive sponsors.