2013 年 25 巻 6 号 p. 935-948
The Project Management Office (PMO) is responsible for the oversight of all projects. It is an important issue for monitoring project accomplishments against established criteria and advising the governance council of status and issues. PMO would affect the planned benefits in any project. Therefore, the purpose of this research is to establish an evaluation model for PMO implementation and shows how to use qualitative and quantitative measurements of PMO indexes/criteria to evaluate and create a best implementation, as well as how to help project-manager use these indexes to build a best doing systems in criteria priorities for achieving project goals. So, this research proposes a hybrid MCDM model, combined DEMATEL technique with ANP and VIKOR methods for probing the PMO problems and how to evaluate and create a best implementation for achieving the aspired levels. Then an empirical case for PMO of information technology (IT) as an example is illustrated to show the usefulness of the proposed model in practices. Different from the past, in this paper we focused on one IT PMO from a company; according to their information to calculate the priorities among each dimensions and criteria, and then performance are calculated. In addition, 35 experts questionnaire are collected in 2012. The results show that there were interactive relations between all the criteria, where the dimension of processes is the most influential, on the contrary the tools is the least dimension; in the nine evaluation criteria, the most important criterion is “experts and technical capacity” (C8) in the stand point of experts and scholars, followed by “Develop and coach upper management sponsors” (C1) and “Train project managers” (C3).
