| This study investigated whether a project management office (PMO) contributes significantly to project management (PM) effectiveness and, hence, to project success. The study also explored the degree of influence that the use of PMO functions and services has in addition to the influence of critical success factors (CSFs) identified by Pinto and modified for this study. Finally, the study explored the circumstances associated with the establishment of PMOs, as well as major environmental conditions in which PMOs operate.; Three surveys were conducted. One random survey (N = 234) used Project Management Institute year 2000 membership list as the population for sample choice. The other utilized a targeted group of organizations (N = 96) that were identified in advance as having some version of a PMO; along with a group of project managers (N = 52) served by some those PMOs. Web-based surveys were employed in three samples.; The study developed a PMO presence index that was derived from responses to survey questions in six categories. These six PMO categories include PM standards and methods, project historical archives, human resource/staffing assistance, PM training, project administrative support, and PM consulting and mentoring. Results supported that the PMO presence index has a positive linear influence on reported project success, as do most of the individual PMO functions and services. However, results lacked evidence to support the claim that the PMO presence index itself represents a new CSF. Also, results indicated that PMOs appear to be as supportive and facilitative units rather than as another level of directive management.; Finally, descriptive statistics and qualitative features of PMOs were addressed, leading to practical guidelines for organizations already operating a PMO or moving to establish one. Major findings include: (1) guidelines for establishing a PMO capability that would lead to success in improving PM within an organization, (2) guidelines for selecting and prioritizing PMO functions and services that are most likely to influence project outcomes, (3) examples of various PMO policy documents, and (4) how a PMO can be a vehicle for bringing PM and projects into strategic planning and operations of an organization. |
