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Topics: Benefits Realization, IT Project Management, PMO
PMO Justification

I am in the process of creating a PMO at my organization.
I am trying to find data that gives an example of the following:

Project overrun scope and budget and time
a. Without a PMO
b. With a PMO
I want to show the gradual progression of improvement in these areas for an organization that did not have a PMO in place.

I am also looking for data that gives examples on actual success rates. For example, prior to a PMO 50% of the projects were on time. With the PMO, projects are 85% on time.
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I'm not sure if KPMG did a similar report for the US, but in my country (Australia) they did a report which included some of these figures. I guess you could assume similar results for the US market:

While what you stated could help as a justification please let me say the following after lot of years working on creating PMO in lot of different organizations around the world. First thing to understand is why?. PMO must be created as a solution to a business need. The need happen because inside the strategy (the way the organization answer to the environment) portfolio/program/project management functions/process must be defined in order to achieve the organizational objectives and goals. After you define the functions you need then is time to decide if a new business unit (the PMO in this case) deserves to be open or those functions will be distributed along other business unit. So, you can find lot of stattistics outside there but the only thing that matters is: by opening a PMO you are solving a business problem.

Fully agreeing to Sergio's comment, I suggest reading an article that provides some information on your area of intrerest. Just Google it and get your free PDF file.

Ricardo Vargas - Determining the Mathematical ROI of a Project Management Implementation

There is plenty of research and case studies from PMI:
or other sources like

While surveys and statistic can reduce your uncertainty, only looking at your specific situation can provide you with a convincing business case.
Also consider that it might be well worth to kill a PMO after it has achieved a target, Most PMOs are started to solve a specific problem.

Well! making comparisons between before and after scenarios of PMO existence is organizational specific rather than one size fit all like thing. It's more dependant on how well the the purpose of providing support to the projects is served, which in turn is dependent on the functional worth of PMO in the organization and respect it commands in the particular organizational environment.

Thank you all for the input. I do have a business need, but wanted to use some examples from the industry in my presentation.

Here is a recent PMI thought leadership paper, featuring some comments from the salesforce PMO and in essence says:

High-performing PMOs tend to:
• Closely align their work with the organization’s strategic initiatives
• Lead (or play a significant role in) the implementation of strategic initiatives
• Fulfill important change management functions
• Adapt and adopt new skills

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