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dc.contributor.authorAlqahtani, Ahmed
dc.date.accessioned2013-12-27T19:36:37Z
dc.date.available2013-12-27T19:36:37Z
dc.date.issued2013-12-20
dc.identifier.urihttp://hdl.handle.net/1808/12599
dc.description.abstractThe purpose of this field project is to explore and build awareness about the main aspects—types, hierarchies, maturity models, and competency frameworks—related to establishing a Project Management Office (PMO) in a company. This study, inspired by a real case, examines a failed attempt to create a PMO in XYZ Company, which operates in the IT industry providing e-services. Through this analysis, the main elements needed for a successful PMO are identified and explained along with the steps needed to implement related theories. Furthermore, potential reasons for the failure of the initial PMO are investigated and recommendations for better alternatives are suggested. As a result, the lessons learned from this research can assist with making more informed decision when creating PMOs in the future.
dc.language.isoen_US
dc.titleIntroducing a PMO in XYZ Company
dc.typeProject
kusw.oastatusna
kusw.oapolicyThis item does not meet KU Open Access policy criteria.
dc.rights.accessrightsopenAccess


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