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Executive Summary – The State of the PMO in 2013

The results this year reinforce the belief that, while the PMO continues to be challenged by senior management and the C-level, the PMO is still vastly considered a valuable body within the enterprise. As with anything, the more investment that is made in the people, the more valuable the efforts are perceived. The same applies to the PMO.

For decades, researchers have been trying to grapple with the concept of the Project/Program Management Office (PMO) and how it works to improve overall business performance. Because project management has become integral across all industries and sectors, the PMO plays a vital role in offering strategic, tactical or operational guidance in day-to-day business through its involvement in project and program delivery.

In its third annual survey with over 2300 respondents worldwide, we have taken on the challenge of investigating the global PMO landscape. With a relatively even split amongst the respondents from APAC (29%), Europe (31%) and the Americas (35%) along with some representation from Africa and the Middle East (5%), the survey sought to reveal the latest PMO trends in light of its function, scope and approach. With three out of four project, program and portfolio managers claiming their organization has a PMO, the survey offers representative insights into the PMO’s current role, maturity level and involvement in training.

To access the full resource, please download the pdf file