ABSTRACT

Executives’ expectations toward PMO outcomes were very high, but those expectations were not operationalized. They were defined as a general vision for increasing project or program efficiency. The PMOs emerged with new sets of responsibilities, beginning with project management staffing and career paths. That ability soon became crucial, especially in terms of information and communication technology (ICT) projects, in which the shortage of experienced project leaders presented specific challenges to software companies. Each company should increase its level of maturity in project management over time. In order to successfully run projects, a PMO should establish an effective method for project governance, define the standard for managing projects, and endorse a set of tools to be used. According to the Project Management Institute the shortage in the number of professionals who have experience in and knowledge on how to manage projects will continuously increase.