Of the 192 project management professionals surveyed in Singapore, 72 percent have active project management offices (PMOs) in their organisations.
Findings from a survey by ESI International indicate that 60 percent of these professionals in Singapore agreed their PMOs have existed between one and five years.
Fifty-seven percent disagreed when asked whether the value, role or function of their PMOs have been formally challenged within the organisation.
Sixty-seven percent of respondents said their PMOs have been credited for better monitoring, measurement and reporting of project management data. Another 54 percent said their PMOs have improved the training and development of project-related staff.
Only 34 percent said their PMOs provide project management training and an even lesser percentage (7 percent) of PMO-managed staff said their PMOs use the return on investment (ROI) method to measure the impact of training.
Some 71 percent of the respondents cited immediate post-training feedback forms and 64 percent said follow-up evaluation are the most common method used by their PMOs to measure learning impact.
ESI said this shows an absence of the use of advanced training measurement methodologies among PMOs in Singapore.
But 23 percent agreed their PMOs provide practical assignments to test the newly acquired skills and 69 percent said their PMOs were mostly involved through follow-up discussions and action planning after the learning event.
Eighty percent said they use "on-time and within-budget project delivery" and 33 percent factor in customer satisfaction as a benchmark for PMO effectiveness in Singapore.
"In Singapore, there is more to be done when it comes to communicating the value of the PMO to senior management," said Raed S. Haddad, managing director for Asia Pacific, ESI International. "PMOs here should start incorporating customer satisfaction as a key success benchmark to validate their value to both internal and external stakeholders."
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