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Home > Resources > Latest Research
Implementing a PMO is not a panacea to an organization’s project woes. Instead, it is PMO maturity that makes the difference, according to a new study. As a PMO matures and assumes more responsibility in areas such as portfolio and people management, organizational success metrics improve, elevating the PMO’s value to the organization.
Organizations are increasingly implementing enterprise-wide project management offices (PMOs), but at the same time, they are wrestling with newfound challenges, according to a new research report by PM Solutions’ Center for Business Practices (CBP). The State of the PMO 2007-2008 found that 54 percent of respondents said that they have an enterprisewide PMO in place, up significantly from 35 percent in 2006. In 2000, only 47 percent of respondents had implemented any kind of PMO at all.
“The spread and growth of PMOs is a strong indicator that organizations recognize the critical value of successful project management,” said Jim Pennypacker, director of the CBP. “Our research shows, though, that simply implementing a PMO is not enough. PMOs, like all organisms, need to be nurtured and supported to become effective. A PMOs value lies in its maturity. As PMOs become more mature, organizational success metrics improve.”
The research also found that high-performing organizations are more likely to have larger, more sophisticated, and more mature PMOs than low-performing organizations.
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