Maturity of Corporate Project Management Office: The Impact on improving Project Quality

Mohamed Anan; Rabab Sobhi

doi:doi:10.11648/j.ajasr.20251103.14

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Maturity of Corporate Project Management Office: The Impact on improving Project Quality

Mohamed Anan^*

, Rabab Sobhi

Published in American Journal of Applied Scientific Research (Volume 11, Issue 3)

Received: 10 August 2025 Accepted: 21 August 2025 Published: 23 September 2025

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Abstract

This study investigates the relationship between Corporate Project Management Office (CPMO) maturity and project quality performance in large-scale project environments. The research examines how varying levels of CPMO maturity specifically impact three critical quality indicators: rework reduction, waste minimization, and non-conformance prevention. The study employs a quantitative research methodology utilizing statistical analysis and regression modeling to examine data from project-oriented organizations. Drawing from established theoretical frameworks including the Portfolio, Program and Project Management Maturity Model (P3M3) and the Organizational Project Management Maturity Model (OPM3), the research evaluates CPMO maturity across multiple organizational dimensions including leadership support, process standardization, strategic alignment, and operational capabilities. Statistical analysis reveals significant negative correlations between CPMO maturity levels and quality-related issues. The correlation analysis demonstrates strong relationships: CPMO maturity correlates with rework reduction (r = -0.65), waste reduction (r = -0.59), and non-conformance prevention (r = -0.54), all statistically significant at p < 0.01 level. Regression analysis further confirms these relationships, with standardized beta coefficients showing that CPMO maturity significantly predicts reductions in rework (β = -0.57, p < 0.001), waste (β = -0.52, p < 0.001), and non-conformance incidents (β = -0.45, p < 0.001). The findings indicate that organizations with higher CPMO maturity levels demonstrate measurably superior project quality outcomes. Descriptive statistics show that mature CPMOs are associated with lower rework rates (mean = 6.3%), reduced project waste (mean = 15 hours per project), and fewer non-conformance reports (mean = 3.1 per project). These results provide empirical evidence supporting the strategic value of CPMO development initiatives and offer practical guidance for project-oriented organizations seeking to enhance project delivery quality through systematic PMO maturity advancement.

Published in	American Journal of Applied Scientific Research (Volume 11, Issue 3)
DOI	10.11648/j.ajasr.20251103.14
Page(s)	165-175
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2025. Published by Science Publishing Group

Keywords

Project Management Office, CPMO Maturity, Project Quality, Rework Reduction, Waste Reduction, Non-Conformance

References

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APA Style

Anan, M., Sobhi, R. (2025). Maturity of Corporate Project Management Office: The Impact on improving Project Quality. American Journal of Applied Scientific Research, 11(3), 165-175. https://doi.org/10.11648/j.ajasr.20251103.14

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ACS Style

Anan, M.; Sobhi, R. Maturity of Corporate Project Management Office: The Impact on improving Project Quality. Am. J. Appl. Sci. Res. 2025, 11(3), 165-175. doi: 10.11648/j.ajasr.20251103.14

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AMA Style

Anan M, Sobhi R. Maturity of Corporate Project Management Office: The Impact on improving Project Quality. Am J Appl Sci Res. 2025;11(3):165-175. doi: 10.11648/j.ajasr.20251103.14

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@article{10.11648/j.ajasr.20251103.14,
  author = {Mohamed Anan and Rabab Sobhi},
  title = {Maturity of Corporate Project Management Office: The Impact on improving Project Quality
},
  journal = {American Journal of Applied Scientific Research},
  volume = {11},
  number = {3},
  pages = {165-175},
  doi = {10.11648/j.ajasr.20251103.14},
  url = {https://doi.org/10.11648/j.ajasr.20251103.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajasr.20251103.14},
  abstract = {This study investigates the relationship between Corporate Project Management Office (CPMO) maturity and project quality performance in large-scale project environments. The research examines how varying levels of CPMO maturity specifically impact three critical quality indicators: rework reduction, waste minimization, and non-conformance prevention. The study employs a quantitative research methodology utilizing statistical analysis and regression modeling to examine data from project-oriented organizations. Drawing from established theoretical frameworks including the Portfolio, Program and Project Management Maturity Model (P3M3) and the Organizational Project Management Maturity Model (OPM3), the research evaluates CPMO maturity across multiple organizational dimensions including leadership support, process standardization, strategic alignment, and operational capabilities. Statistical analysis reveals significant negative correlations between CPMO maturity levels and quality-related issues. The correlation analysis demonstrates strong relationships: CPMO maturity correlates with rework reduction (r = -0.65), waste reduction (r = -0.59), and non-conformance prevention (r = -0.54), all statistically significant at p < 0.01 level. Regression analysis further confirms these relationships, with standardized beta coefficients showing that CPMO maturity significantly predicts reductions in rework (β = -0.57, p < 0.001), waste (β = -0.52, p < 0.001), and non-conformance incidents (β = -0.45, p < 0.001). The findings indicate that organizations with higher CPMO maturity levels demonstrate measurably superior project quality outcomes. Descriptive statistics show that mature CPMOs are associated with lower rework rates (mean = 6.3%), reduced project waste (mean = 15 hours per project), and fewer non-conformance reports (mean = 3.1 per project). These results provide empirical evidence supporting the strategic value of CPMO development initiatives and offer practical guidance for project-oriented organizations seeking to enhance project delivery quality through systematic PMO maturity advancement.
},
 year = {2025}
}

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TY  - JOUR
T1  - Maturity of Corporate Project Management Office: The Impact on improving Project Quality

AU  - Mohamed Anan
AU  - Rabab Sobhi
Y1  - 2025/09/23
PY  - 2025
N1  - https://doi.org/10.11648/j.ajasr.20251103.14
DO  - 10.11648/j.ajasr.20251103.14
T2  - American Journal of Applied Scientific Research
JF  - American Journal of Applied Scientific Research
JO  - American Journal of Applied Scientific Research
SP  - 165
EP  - 175
PB  - Science Publishing Group
SN  - 2471-9730
UR  - https://doi.org/10.11648/j.ajasr.20251103.14
AB  - This study investigates the relationship between Corporate Project Management Office (CPMO) maturity and project quality performance in large-scale project environments. The research examines how varying levels of CPMO maturity specifically impact three critical quality indicators: rework reduction, waste minimization, and non-conformance prevention. The study employs a quantitative research methodology utilizing statistical analysis and regression modeling to examine data from project-oriented organizations. Drawing from established theoretical frameworks including the Portfolio, Program and Project Management Maturity Model (P3M3) and the Organizational Project Management Maturity Model (OPM3), the research evaluates CPMO maturity across multiple organizational dimensions including leadership support, process standardization, strategic alignment, and operational capabilities. Statistical analysis reveals significant negative correlations between CPMO maturity levels and quality-related issues. The correlation analysis demonstrates strong relationships: CPMO maturity correlates with rework reduction (r = -0.65), waste reduction (r = -0.59), and non-conformance prevention (r = -0.54), all statistically significant at p < 0.01 level. Regression analysis further confirms these relationships, with standardized beta coefficients showing that CPMO maturity significantly predicts reductions in rework (β = -0.57, p < 0.001), waste (β = -0.52, p < 0.001), and non-conformance incidents (β = -0.45, p < 0.001). The findings indicate that organizations with higher CPMO maturity levels demonstrate measurably superior project quality outcomes. Descriptive statistics show that mature CPMOs are associated with lower rework rates (mean = 6.3%), reduced project waste (mean = 15 hours per project), and fewer non-conformance reports (mean = 3.1 per project). These results provide empirical evidence supporting the strategic value of CPMO development initiatives and offer practical guidance for project-oriented organizations seeking to enhance project delivery quality through systematic PMO maturity advancement.

VL  - 11
IS  - 3
ER  -

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Author Information

Mohamed Anan

Jeddah Central Development Company, Jeddah, Kingdom of Saudi Arabia

Contact Email

http://orcid.org/0009-0001-9211-6590
Rabab Sobhi

Department of Logistics, Arab Academy for Science, Cairo, Egypt

Contact Email

http://orcid.org/0009-0006-1410-3774

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APA Style

Anan, M., Sobhi, R. (2025). Maturity of Corporate Project Management Office: The Impact on improving Project Quality. American Journal of Applied Scientific Research, 11(3), 165-175. https://doi.org/10.11648/j.ajasr.20251103.14

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ACS Style

Anan, M.; Sobhi, R. Maturity of Corporate Project Management Office: The Impact on improving Project Quality. Am. J. Appl. Sci. Res. 2025, 11(3), 165-175. doi: 10.11648/j.ajasr.20251103.14

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AMA Style

Anan M, Sobhi R. Maturity of Corporate Project Management Office: The Impact on improving Project Quality. Am J Appl Sci Res. 2025;11(3):165-175. doi: 10.11648/j.ajasr.20251103.14

Copy | Download

@article{10.11648/j.ajasr.20251103.14,
  author = {Mohamed Anan and Rabab Sobhi},
  title = {Maturity of Corporate Project Management Office: The Impact on improving Project Quality
},
  journal = {American Journal of Applied Scientific Research},
  volume = {11},
  number = {3},
  pages = {165-175},
  doi = {10.11648/j.ajasr.20251103.14},
  url = {https://doi.org/10.11648/j.ajasr.20251103.14},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajasr.20251103.14},
  abstract = {This study investigates the relationship between Corporate Project Management Office (CPMO) maturity and project quality performance in large-scale project environments. The research examines how varying levels of CPMO maturity specifically impact three critical quality indicators: rework reduction, waste minimization, and non-conformance prevention. The study employs a quantitative research methodology utilizing statistical analysis and regression modeling to examine data from project-oriented organizations. Drawing from established theoretical frameworks including the Portfolio, Program and Project Management Maturity Model (P3M3) and the Organizational Project Management Maturity Model (OPM3), the research evaluates CPMO maturity across multiple organizational dimensions including leadership support, process standardization, strategic alignment, and operational capabilities. Statistical analysis reveals significant negative correlations between CPMO maturity levels and quality-related issues. The correlation analysis demonstrates strong relationships: CPMO maturity correlates with rework reduction (r = -0.65), waste reduction (r = -0.59), and non-conformance prevention (r = -0.54), all statistically significant at p < 0.01 level. Regression analysis further confirms these relationships, with standardized beta coefficients showing that CPMO maturity significantly predicts reductions in rework (β = -0.57, p < 0.001), waste (β = -0.52, p < 0.001), and non-conformance incidents (β = -0.45, p < 0.001). The findings indicate that organizations with higher CPMO maturity levels demonstrate measurably superior project quality outcomes. Descriptive statistics show that mature CPMOs are associated with lower rework rates (mean = 6.3%), reduced project waste (mean = 15 hours per project), and fewer non-conformance reports (mean = 3.1 per project). These results provide empirical evidence supporting the strategic value of CPMO development initiatives and offer practical guidance for project-oriented organizations seeking to enhance project delivery quality through systematic PMO maturity advancement.
},
 year = {2025}
}

Copy | Download

TY  - JOUR
T1  - Maturity of Corporate Project Management Office: The Impact on improving Project Quality

AU  - Mohamed Anan
AU  - Rabab Sobhi
Y1  - 2025/09/23
PY  - 2025
N1  - https://doi.org/10.11648/j.ajasr.20251103.14
DO  - 10.11648/j.ajasr.20251103.14
T2  - American Journal of Applied Scientific Research
JF  - American Journal of Applied Scientific Research
JO  - American Journal of Applied Scientific Research
SP  - 165
EP  - 175
PB  - Science Publishing Group
SN  - 2471-9730
UR  - https://doi.org/10.11648/j.ajasr.20251103.14
AB  - This study investigates the relationship between Corporate Project Management Office (CPMO) maturity and project quality performance in large-scale project environments. The research examines how varying levels of CPMO maturity specifically impact three critical quality indicators: rework reduction, waste minimization, and non-conformance prevention. The study employs a quantitative research methodology utilizing statistical analysis and regression modeling to examine data from project-oriented organizations. Drawing from established theoretical frameworks including the Portfolio, Program and Project Management Maturity Model (P3M3) and the Organizational Project Management Maturity Model (OPM3), the research evaluates CPMO maturity across multiple organizational dimensions including leadership support, process standardization, strategic alignment, and operational capabilities. Statistical analysis reveals significant negative correlations between CPMO maturity levels and quality-related issues. The correlation analysis demonstrates strong relationships: CPMO maturity correlates with rework reduction (r = -0.65), waste reduction (r = -0.59), and non-conformance prevention (r = -0.54), all statistically significant at p < 0.01 level. Regression analysis further confirms these relationships, with standardized beta coefficients showing that CPMO maturity significantly predicts reductions in rework (β = -0.57, p < 0.001), waste (β = -0.52, p < 0.001), and non-conformance incidents (β = -0.45, p < 0.001). The findings indicate that organizations with higher CPMO maturity levels demonstrate measurably superior project quality outcomes. Descriptive statistics show that mature CPMOs are associated with lower rework rates (mean = 6.3%), reduced project waste (mean = 15 hours per project), and fewer non-conformance reports (mean = 3.1 per project). These results provide empirical evidence supporting the strategic value of CPMO development initiatives and offer practical guidance for project-oriented organizations seeking to enhance project delivery quality through systematic PMO maturity advancement.

VL  - 11
IS  - 3
ER  -

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