The Project Management Office (PMO) is becoming an attractive choice for many organizations that are choosing to improve their approach to project management. Based on the popularity of the PMO, companies have made the decision to incept the departmental function into company operations making it a permanent fixture within the organization. The research problem showed that there were problems occurring when PMOs were implemented that led to instability and unsuccessful functioning as a result of unsuccessful PMO implementation. The purpose of this qualitative research study was to use the Delphi study technique to identify the role change management processes play in successful Project Management Office (PMO) implementations by gaining consensus from a panel of 15 PMO implementation industry experts. The findings showed that during successful PMO implementations, constructing a vision for change and communicating change efforts were popular processes, experts believe when change management processes are based on the goals of the organization it is much more beneficial to the implementation and the study discovered key characteristics of solid change agents.
|Subjects||Business administration; Management|
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