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Project Management Offices (PMOs) have a broad spectrum of services (HOBBS; AUBRY, 2007). In this research, we focused the services rendered by PMOs to project managers, particularly, those services that empower the PM’s competences. We are also restricting this investigation to mature PMOs. Recommendations have been made (DAI; WELLS, 2004) about the study of the experienced PMOs since there is a “mortality” rate (HOBBS; AUBRY, 2010) in organizations. The research question dealt with to what extent do PMOs influence the development of the project managers’ competences. The research project employed qualitative methods in three study cases (a government agency, a bank and a IT service provider) using semi-structured interviews with the PMO managers and with experienced project managers. The aim was to understand how they develop their competencies, how they focus on technical or non-technical (soft skills) competencies, and on what basis they have or have not the support of the PMO. We brought more amplitude and deepness to the study of mature Project Management Offices and the competencies of the project managers. These three topics (PMOs, competences in project management and project manageres) were well studied in the past, but not yet inter-related. In terms of practical contributions, the research gave evidences to justify ways of implementing PMO services to empower project managers and strengthen their competencies in a way the PMO continues to deliver value to the organizations beyond the basic services like methodology and reports to senior executives.

A influência do escritório de gerenciamento de projetos no desenvolvimento de competências do gerente de projetos