A Risk Taxonomy for PMO Implementation: Insights From a Multi-Industry Organisational Survey

Abstract

Project Management Offices (PMOs) are increasingly adopted as organisational mechanisms to strengthen governance, coordination, and strategic alignment in project-based environments. Despite their widespread use, many PMOs struggle to deliver sustained value due to risks that emerge during their implementation and institutionalisation. Existing studies have identified various PMO-related risks; however, these risks are often discussed in fragmented or sector-specific ways, with limited empirical validation and no consolidated taxonomy applicable across organisational contexts. The purpose of this study is to develop an empirically validated taxonomy of risks associated with PMO implementation across different organisational settings. The study adopts a quantitative research design based on a multi-industry and multi-organisational survey of 243 respondents. Instrument development involved face validity with nine PMO practitioners and content validation with eleven experts using Content Validity Index (CVI) and Content Validity Ratio (CVR) procedures. Probability–impact scoring and thematic clustering were then applied to identify and classify PMO risks. The findings reveal twenty-eight validated PMO risks grouped into five capability-based domains: Strategic Alignment, Governance & Standardisation, Performance & Value Management, Delivery Support, and Capability Development. Comparative analysis indicates that construction organisations exhibit higher exposure to governance and delivery-related risks, whereas non-construction organisations face greater strategic and performance-related risks. Public sector organisations are more affected by alignment and governance risks, while private sector organisations experience higher capability and methodological risks. The study provides a structured and empirically grounded framework that can support organisations in diagnosing PMO vulnerabilities and designing risk-informed PMO implementation and transformation initiatives. By offering a validated risk taxonomy, this research contributes to organisational project management literature and provides practical guidance for improving PMO governance and capability development.