PMO Survey Report 2015 - Executive Summary
An investigation into the PMO’s function, its role in the organisation, its value and its involvement in training project management professionals.
The Project/Programme Management Office (PMO) has become deeply entrenched in many organisations across the globe. While the number of PMOs overall remains steady, its level of maturity has grown worldwide. Even though it is still early days, there is evidence that PMOs are increasingly moving away from just providing monitoring and controlling activities, and moving up a level to provide support at the strategic and portfolio level. Although the majority of PMOs are tasked with training project staff, human resources departments continue to exercise the most control over the type of training delivered and the vendors who implement it.
In its fourth annual survey on the global state of the PMO, ESI International has investigated the PMO’s function, its role in the organisation, its value and its involvement in training project management professionals. Conducted online from March to April 2015, the global survey attracted respondents from five continents and from industrial sectors including energy, telecommunications, engineering, financial services and IT. Respondents from the project professional community comprised of 63 percent portfolio, programme or project managers; 12 percent PMO heads and seven percent senior-level management. A total of 42 percent of respondents work for companies with more than 10,000 employees. Employees from multinational firms made up 65 percent of all respondents.
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