The Project Management Office (PMO): Its Responsibilities and Structure
| dc.Location | 2013 HD 69.P75 B56 | |
| dc.Supervisor | Professor Ashly H. Pinnington | |
| dc.contributor.author | Hindi, Meera Bin | |
| dc.date.accessioned | 2014-06-10T06:24:53Z | |
| dc.date.available | 2014-06-10T06:24:53Z | |
| dc.date.issued | 2013-11 | |
| dc.description.abstract | The Project Management Office (PMO) has recently become a vital business unit in many organizations worldwide and is critical to the success of project management functions in many organizations. This dissertation research has been developed with the aim of studying the roles and responsibilities of the PMO, and proposing the optimum PMO specification for the Ministry of Public Works in the UAE based on actual needs. The PMO has different roles and responsibilities, structure, staff numbers, and nature of roles and these factors often vary between organizations depending on the needs of organization itself. The roles of the PMO might be a supportive, coordinative or controlling role, and some organizations might have multiple PMOs with variance in their roles. The accurate identification of the PMO roles is important as some organizations might spend money and resources on establishing PMOs that don’t satisfy their needs and requirements. To achieve the objectives of this research dissertation, a qualitative research methodology that involved mixed approaches have been used including studying the different roles of the PMOs anddifferent practices worldwide and witin the UAE environment. The data collection uses resources available from Ministry of Public Works (MoPW), classifying the needs of MoPW based on Hill’s frameworks of PMO roles, and recommends a road map to establish a mature Project Management Office (PMO). The outcomes of this research show that the MoPW needs vary between the controlling, supporting, and coordinating requirements, which have been classified according to priority and linked to a road map based on a five years plan. It is divided into three stages to ensure that the PMO reaches the required maturity level and satisfiesy the UAE government’s needs and expectations. | en_US |
| dc.identifier.other | 100127 | |
| dc.identifier.uri | http://bspace.buid.ac.ae/handle/1234/624 | |
| dc.language.iso | en | en_US |
| dc.publisher | The British University in Dubai (BUiD) | en_US |
| dc.subject | Project Management Office (PMO) | en_US |
| dc.subject | PMO maturity | en_US |
| dc.subject | roles of the PMO | en_US |
| dc.subject | PMO structure | en_US |
| dc.title | The Project Management Office (PMO): Its Responsibilities and Structure | en_US |
| dc.type | Dissertation | en_US |