Abstract
In recent years, there has been a growing recognition that a project management office is important and it is being tackled by each enterprise. Project Management Office (PMO) is a commonly used term, however, the business environment, business culture, business system and project management of each enterprise should be reflected practically in the function of the PMO. Certainly, the function of the PMO has no validity when we fail to consider these factors. Thus, the establishment of a PMO based in each enterprise cannot possibly be achieved overnight. Before PMO becomes established, we have to resign ourselves to a certain degree of trial and error. In April 2001, SI Professional Room was organized as the founding of the PMO for Fujitsu. Since then, it has made steady progress, but it is still in the process of developing and needs to evolve more. In this paper, we look back at the PMO activities in Fujitsu, the stages of development of the PMO, and explore how it ought to be developed in the future. Furthermore, based on these analyses, we sum up our deliberations regarding the PMO Maturity Model.
