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