The PMO maturity cube, a project management office maturity model

At the end of the 1990s and the beginning of the 2000s, the theme of project management offices (PMOs) was beginning to be widely discussed in various books (Block & Frame, 1998; Dinsmore, 1999; Bolles, 2002; Crawford, 2002; Englund, Graham, & Dinsmore, 2003; Kendall & Rollins, 2003; Hill, 2004; Williams & Parr, 2004; Letavec, 2006). Studies are more recent in academic literature (Dai & Wells, 2004; Hobbs & Aubrey, 2007; Aubrey, Hobbs & Thuillier, 2008; Hurt &Thomas, 2009), and their conclusions about the contribution or value of PMOs are “ambiguous” (Hurt & Thomas, 2009). In addition, one of the discoveries in the first study that presents a “reliable portrait of the population of PMOs” (Hobbs & Aubrey, 2007, p; 82) was that the function of 50% of the PMOs studied was to “monitor and control their performance.” In other words, PMOs are concerned with assessing and measuring their own performance.Recent qualitative studies (Aubrey, Hobbs, & Thuillier, 2008, p. 43) indicated that there is a degree of instabi
registered user content locked

Log in or join PMI to gain access

or Register

Advertisement

Advertisement

Related Content

Advertisement

Publishing or acceptance of an advertisement is neither a guarantee nor endorsement of the advertiser's product or service. View advertising policy.