Journeys to Agility Through the Lenses of the Corporate Project Management Office (PMO) in Project-Based Organizations
研究了基于项目的组织中企业项目管理办公室如何通过多种路径实现组织敏捷，识别出四种PMO配置，挑战了敏捷转型是线性过程的假设。
This study explores how corporate Project Management Offices (PMO) in project-based organizations navigate diverse transformation paths toward organizational agility. While agile transformation is often treated as a linear process guided by maturity models or prescriptive frameworks, our research challenges this assumption by applying the lens of equifinality—the idea that similar outcomes can be reached through multiple, context-sensitive pathways. Drawing on 11 in-depth case studies across diverse sectors, we identify four distinct PMO configurations that reflect varying levels of agility and project governance maturity. These configurations—Debutant, Traditional, Agile Supporter, and Agile Leader—illustrate how PMO functions not merely as passive structures, but as dynamic mediators of change. Our findings show that agile transformation unfolds through multiple trajectories shaped by structural constraints and cultural readiness. We argue that understanding PMO evolution through equifinality reframes agility as a contingent achievement—driven not by a singular target state, but by alignment between context, capability, and purpose.