Project management office (PMO)

There is convincing evidence, largely in the form of case studies, that suggest the implementation of a project management office can be rather labor intensive and difficult to set up, yet not much research has specifically address the specific challenges that are involved in this process. In addition, little is known about organizations can specifically overcome each of these challenges and begin to realize the benefits of incorporating such an office into their existing project management structure. In an effort to better address this concept and existing gap in research related to this field, a Delphi study was commissioned in order to identify the unique challenges related to implementing a project management office for the express purpose of better managing Information Technology related projects. This study also served the purpose of ranking these challenges in terms of their order of importance so that managers can better understand how the design of the project management office itself can benefit the entire Information Technology team. It was also beneficial to uncover and discus the various ways that some organizations have overcome these potential challenges. Doing so enables everyone involved in the process to better understand the particular role and function of the project management office, the metrics involved, and the tools and resources required to facilitate and effective PMO within the organization as a whole.
The recently published Standish CHAOS Report revealed that 68% of software projects do not currently meet their own internal targets related to time, cost, or scope (2009). In fact, it was revealed that only about 32% of the projects examined were actually completed on time and within budget. This illustrates the reality that such projects did not often deliver the measurable benefits to the business and affiliated stakeholders that is required, which further alludes to the need for