Implementation and transformation of Project Management Office (PMO) A case study in the IT industry

Project complexity keeps rising as businesses expand in size and scope. In order to better manage the portfolio, firms have responded by implementing the PMO: an office which aims to supervise each project. Depending on the requirements, the nature and the maturity of the organization that establishes the PMO, the physical and material installation varies, but a generic and common process could be defined. This master thesis focuses on explaining the implementation of the PMO in a real-world example, in this case the organization where the candidate completed the internship, as well as the transformation and adaption of the PMO as a response of internal and external company challenges, during the effective deployment. More specifically, the first chapter will present a general theoretical study of the PMO to describe the stages that are similar to all enterprises and comprehend why there is no fixed and explicit procedure. The second chapter will provide an overview of the corporate context in which the study was conducted, and the third chapter will disclose all of the differences and difficulties encountered in comparison to the theoretical / planned situation at the outset. Lastly, in the fourth chapter, the work completed during the PMO's implementation will be described. The purpose of this study is to demonstrate that the PMO is a dynamic and constantly changing work unit, as well as the contribution it adds to the success of the projects. In this final project, the candidate Anna Neirotti and the organization where the internship took place signed a non-disclosure agreement for the mention of the real company's name and internal projects. As a result, with-in this thesis, the identity of the firm to which reference will be made, as well as the projects inside it, will be invented.