Organizations increasingly 

often set up project management offices (PMOs) in order to overcome the 

challenges of increased complexity and importance of projects, and 

thereby create value, but evidence for value creation, such as improved 

project performance, has remained scarce. This paper uses a sample of 

Finnish firms in order to evaluate the impact of PMO roles and processes

 on project performance. Using factor analysis and regressions, the 

authors show that the PMO's coordinator and trainer processes have a 

positive association with project performance. However, a PMO in the 

role of a strategy manager has a negative impact on project performance.

Trainer Of Project Igi