This article aims at understanding organizational change through the study of project management office (PMO) transformations. This article suggests that performance resulting from a PMO transformation is moderated by the organizational context, change management, and by changes in coordination mechanisms—control or service orientation. This exploratory study adopted a quantitative methodology involving a sample of 184 PMO changes. It confirms the multifaceted nature of the context involved in a PMO transformation. External events play a key role in triggering change and improving performance. Key findings suggest that increasing the PMO's supportive role improves project performance, business performance, and project management maturity. Conversely, increasing the PMO's control role does not improve performance. This study's major contribution is to provide some empirical evidence concerning organizational change management.
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