ANALYSING THE IMPACT OF PMO CULTURE ON PMO SUCCESS

Abstract

This study looks at the relationship between PMO culture and PMO success from a control theory perspective. PMO success was operationalized using three concepts: (a) domain of control, (b) domain of influence and (c) domain of concern. The motivation of the study is to understand if and how culture types could influence PMO success and what are the attributes of these cultures. Using Cameron and Quinn’s culture model, a cross-sectional, worldwide online survey yielded 219 responses. Analysis was done through factor analysis and moderated hierarchical regression analysis. The factor analysis showed that both clan and market culture types correlate to PMO success. A case study then determined the antecedents of culture types and how they influenced PMO success. PMOs that were more commercially focused, that is, supporting revenue-generating projects, were more market culture oriented, whereas PMOs that were internally focused were clan culture type. The implications for practitioners are that competence profiles of PMO people will need to be aligned to the culture type of the PMO that is linked to PMO success. The results are important for academics as PMOs have different culture types depending on the customers and the clients they serve.