• Journal of Korean Society of Industrial and Systems Engineering
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• v.44 no.3
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• pp.207-213
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• 2021

Recently, the number and scale of projects being carried out within the enterprise are increasing. Accordingly, many companies are competitively introducing a Project Management Office (PMO) to efficiently manage these projects, allocate resources, and effectively link the projects and corporate strategies. However, the project manager who directly manages the project wants to receive support from the PMO in many areas for successful project management, but the project manager does not like to be interfered with by the PMO. On the other hand, the PMO may not be able to satisfy all the requirements of each PM as PMO oversees the entire project with limited resources. In addition, since the PMO must monitor and control the project and support the project according to the priorities of each project, conflicts with each PM can be formed. Therefore, in this study, based on the case of a company, the difference between the perceptions of PMs and PMOs about the importance of the required roles of PMOs is to be examined. As a result of the study, it was confirmed that the core functions and sub-functions of PMO, which PMO members and PMs consider important, are different. It was identified that the PMs valued the PMO function that would be helpful for their successful project execution. On the other hand, PMO members revealed that they had a relatively high priority for the roles to monitor and control project performance for which they were directly responsible.

• Journal of Digital Convergence
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• v.9 no.2
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• pp.111-129
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• 2011

Nowadays, the IS project is getting more and more complicated and large-scaled. Many researchers and practitioners are interested in the IS development methodologies, automated tools and techniques to decrease project failure and to increase IS project performance. This research is to seize the management level of PMO affecting on the IS project, as a new method to increase the IS project development performance. As a result of surveying the present PMO operation state with banks which are the leading industry to accept the PMO in Korea, technology support management and infrastructure management are the core functions to affect the IS performance including schedule management, quality management, and user and stakeholders' satisfaction. Also, the PMO management level is the important point of IS project success. Among the 5 levels PMI suggested, PMO can implement the project effectively at least at the third level. Korean companies introducing the PMO have to do research the PMO core functions and the management levels according to the project scale, and review the distinctive features of their organization to increase the maturity of IS project. This research has been proved through the Full Structural Equation Model. The results show that the five core functions of PMO have relationship with the IS project performance.