A case study on program management office implementation in a global organization.

Abstract

The purpose of this research is to understand factors that causes the need for organizational change and how Program Management Office (PMO) practices can increase the success of projects. It is also important to explore how change was managed through Kotter’s 8-Step Change Model and Bridge’s Managing Transitions Concept. A case study of how a global organization implemented the PMO will be analysed through a qualitative research approach with semi-structured interviews. Findings from this research shows that change agents are essential in helping lead change, the PMO is essential in providing support at a strategic project portfolio level, executive management support are essential to PMO success, and program managers require technical and sociocultural aspects of project management.