ABSTRACT
Project Management Offices (PMOs) constitute a topic that two distinct groups, academics and practitioners, have been exploring for some time now, thereby enriching the literature and providing industry with answers to many of the questions revolving around PMOs. More recently, the focus of both groups has been on seeking answers pertaining to the performance of PMOs and on what differentiates performing PMOs from the ones that lack in performance. One critical item in PMO performance, on which there is agreement in the literature, is the notion of building value-add through adopting sustainable practices. Lean and Agile are two prominent such sustainable practices that PMOs can leverage in order to ensure their own success and longevity, as well as the sustainability of the organization they support.
