Success factors for making the PMO a success

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  • Al Khoori, A. A. A. G., & Hamid, M. S. R. A. (2022). Success Factors of PMO Implementation for UAE project-based organizations. International Journal of Sustainable Construction Engineering and Technology, 13(4), 224-237.
  • Aubrey, M., Gluckler, J. and Muller, R. (2013), “A relational typology of project management offices”, Project Management Journal, Vol. 44 No. 1, pp. 59-76.
  • Aubry M., Müller R., Hobbs B., Blomquist T. (2010). Project management offices in transition. International Journal of Project Management, 28(8), 766–778.
  • Aubry M., Richer M. C., Lavoie-Tremblay M., Cyr G. (2011). Pluralism in PMO performance: The case of a PMO dedicated to a major organizational transformation. Project Management Journal, 42(6), 60–77.
  • Aubry, M., (2015) Project management office transformations: Direct and moderating effects that enhance performance and maturity. Proj. Manag. J. 46.
  • Aubry, M., Hobbs, B., Muller, R. and Blomquist, T. (2010), “Identifying forces driving PMO changes”, Project Management Journal, Vol. 41 No. 4, pp. 30-45, doi: 10.1002/pmj.20191.
  • Braun, T. (2018) ‘Configurations for interorganizational project networks: the interplay of the PMO and network administrative organization’, Project Management Journal, Vol. 49, No. 4, pp.53–61 [online]
  • Bredillet C., Tywoniak S., Tootoonchy M. (2018). Why and how to project management offices change? A structural analysis approach. International Journal of Project Management, 36(5), 744–761.
  • Bredillet, C., Tywoniak, S. and Tootoonchy, M. (2018), “Exploring the dynamics of project management office and portfolio management co-evolution: a routine lens”, International Journal of Project Management, Vol. 36 No. 1, pp. 27-42, doi: 10.1016/j.ijproman.2017.04.017
  • Caliste, A. (2012), “The project management project—challenges in the public sector”, Proceedings of the PMI® Global Congress 2012, North America, Vancouver, Project Management Institute, available at: https://www.pmi.org/learning/library/project-management-challenges-publicsector-6033 (accessed 9 December 2020)
  • Carrillo, J. V., Abad, M. E., Cabrera, A. S., and Jaramillo, D. H. (2010). “Success factors for creating a PMO aligned with the objectives and organizational strategy”, IEEE Andean Council International Conference (ANDESCON), 1-6, IEEE.
  • Cianfanelli, M. and Pess^oa, L. (2014), “Project management office – link between organisational strategic and operational: a case study”, Hermes Scientific Journal, Vol. 12 No. 1, pp. 53-76.
  • DAI CX (2001) The Role of Project Management Office in Achieving Project Success. George Washington University, Washington, DC.
  • Darling E. J., Whitty S. J. (2016). The project management office: It’s just not what it used to be. International Journal of Managing Projects in Business, 9(2), 282–308.
  • do Valle, J. A. S., e Silvia, W. D. S., & Soares, C. A. P. (2008). Project management office (PMO)- Principles in practice. AACE International Transactions, PM71.
  • ENGLUND RL, GRAHAM RJ and DINSMORE PC (2003) Creating the Project Office: A Manager’s Guide to Leading Organizational Change. John Wiley & Sons, Inc., San Francisco.
  • Ershadi, M., Arsanjani, M.A., Nayebvali, R. and Akrami, S. (2016) ‘Prioritizing PMO functions in organizations: a group fuzzy decision making approach’, Indian Journal of Science and Technology, Vol. 9, No. 13 [online]
  • Esquierro, J. C., Valle, A. B., Soares, C. A. P., & Vivas, D. C. (2014). Implementation of a project management office in a public sector organization: A case study involving a sanitation institution. International Review of Management and marketing, 4(1), 1-12.
  • Fernandes, G., Pinto, E.B., Araújo, M., Machado, R.J., (2020). The roles of a Programme and Project Management Office to support collaborative university–industry R&D. Total Qual. Manag. Bus. Excell. 31.
  • Hobbs, B. and Aubry, M. (2007), “A multi-phase research program investigating project management offices (PMOs). The results of phase 1”, Project Management Journal, Vol. 38 No. 1, pp. 74-86.
  • Iqbal, A. (2013), “Trust, credibility and relationships : the secret sauce for the successful PMO why IT projects fail and some things to think about”, PM World Journal, Vol. II No. XI, pp. 1-11
  • Kiani, S., Yousefi, V., Nouri, S., Khadivi, A. and Mehrabanfar, E. (2015), “Determining the role of project management office in the success of project-based organisations”, Mediterranean Journal of Social Sciences, Vol. 6 No. 6, pp. 325-333.
  • Oliveira, J. M., Jurach, G. de A., Pinto, R. S., & Kerchirne, L. M. (2017). Project offices and the federal universities: a study on project management in the context of higher education institutions, Journal of Business and Projects, 8(3), 18-28. https://doi.org/10.5585/gep.v8i3.582
  • Singh, R., Keil, M., & Kasi, V. (2009). Identifying and overcoming the challenges of implementing a project management office. European Journal of Information Systems, 18(5), 409–427. doi:10.1057/ejis.2009.29 Ward, J., & Daniel, E. M. (2013). The role of project management offices (PMOs) in IS project success and management satisfaction. Journal of Enterprise Information Management, 26(3), 316–336. doi:10.1108/17410391311325252
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