• 한국IT서비스학회지
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• 제16권2호
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• pp.61-83
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• 2017

It is well known that PMO (Project Management Office)s are effective for successful project performance. Since it takes a long time to develop PMO capability, many public organizations and companies that do not have internal PMOs are increasingly relying on outsourcing of PMO functions in order to introduce mature PMO capabilities in a short period of time. However, it is not verified yet whether outsourced PMO is more effective than internal PMO or not. The objective of this study is to verify the effectiveness of PMO outsourcing. There are many different definitions about PMO function, and even the same PMO function may have different effectiveness depending on the Industry. Thus, this study redefined the PMO functions and Project Performance based on the past studies, and conducted research by focusing on the ICT (Information and Communication Technology) industry. The ICT industry is an important industry economically and has been attracting global attention recently. This study is the first attempt to prove the effectiveness of outsourcing of PMO function in Korea. We found that PMO function outsourcing is effective for certain aspects of project performance, particularly technical support and infrastructure management. Overall, PMO outsourcing is usually more effective than internal PMO for improving project performance. The results of this study are expected to contribute to the development of PMO theories and practices.

• 한국IT서비스학회지
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• 제14권2호
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• pp.87-109
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• 2015

The IT outsourcing industry has been widespread for decades since the growth of the system integration industry stagnates and companies need to curtail expenses and improve the quality of IT services. According to previous studies on the success factors of the IT outsourcing, its transition phase is significant because of continuity of business and the handover of knowledge. Since a transition phase consists of several projects, but its goal is different from general projects, it needs special and professional management. Therefore, recent IT outsourcing business starts to introduce PMO (project management offices), of which success strongly depends on the competencies of the PMO. However, there are only few studies on which competencies of the PMO are important. In this paper, we suggest an evaluation model of transition PMO competencies derived using the repertory grid technique and the analytic hierarchy process. Additionally, we compare the differences between the views of several stakeholders on the importance of the competencies.