One of the many challenges within the project management community is how to structure the project management organization (PMO) to optimize the value of virtual project managers. Some organizations choose to include project managers as part of discrete sales or solution teams, with a small corporate group overseeing the project management methodology, training, and other miscellaneous responsibilities. Other businesses and organizations choose to centralize the project managers within the organization. The purpose of this quantitative research is to determine the degree to which a centralized PMO contributes to the success of a virtual project team. This article presents a subset of the data accumulated during the study, including training, standardized processes, electronic communication and collaboration, and leader behaviors.
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