Reinstitutionalization of Project Management Offices by Large-Scale Agile Frameworks

This article contributes to the understanding of projectmanagement offices (PMOs) from the current momentumtowards large-scale agile frameworks (LSAFs) as the dominatingapproach to organizing development projects. LSAFs embracemany typical PMO responsibilities; however, this study highlightsthat PMOs receive new and tentatively critical responsibilitieswhen moving from a stakeholder position (ISO 21500) to(re-)institutionalizing as a core element in the projectgovernance of enterprises. Essential PMO roles can be top-management alignment and reporting, cross-projectcoordination, funding and staffing, controlling, and externalmanagement of "political" and organizational matters. Theresearch limitations relate to the use of Denmark as the keysetting and the targeting of mostly larger companies and largerprojects.