A Typology of PMOs derived using Cluster Analysis and the Relationship with Performance
Brian Hobbs / Monique Aubry
Project Management Offices (PMOs) vary considerably in both the way they are set up and the roles they play in organizations. Most of the writings on PMOs refer either implicitly or explicitly to one or more types of PMOs based on the experience and/or the opinions of the authors. Very little empirical research has been done to identify or to validate typologies of PMOs. The present paper presents a typology derived from a cluster analysis. The types are based on variables describing the way the PMOs are structured. Variations among the types relative to the roles they fill in the organization, their organizational context, the projects found in their mandates, and their performance are examined. Regressions are performed within each type to identify the variables that are associated with higher performance.