The Role of the Project Management Office in a Multi-Project Environment: Enhancing Governance for Increased Project Success Rates

Abstract

Research indicates that project management becomes increasingly difficult when there are multiple overlapping projects, resulting in a need for enhanced governance controls to increase success rates. A Project Management Office (PMO), defined by Grey and Larson (2006) as a centralized unit to oversee project management, is often utilized. This literature review of references published between 2000 and 2008 provides mid-level decision makers a synthesis of ideas related to the role and value of the PMO.