{"id":{"repo_id":"reykjavik","oai_identifier":"oai:skemman.is:1946/12943"},"canonical_url":"https://search.dev.ndltd.org/etd/reykjavik/oai:skemman.is:1946/12943","repository":{"repo_id":"reykjavik","name":"Reykjavík University","base_url":"https://skemman.is/oai/request"},"display":{"title":"The benefits of PMOs in Icelandic organizations and why some have been shut down","abstract":"Since the millennium a few Project Management Offices (PMOs) have been established in organizations in Iceland. A research was conducted in the year 2007 on the features of all known PMOs in Iceland. Since then Icelandic organizations have been going through the filtering effects of the financial crisis that „struck” the Icelandic economy. Through this turmoil, what happened to the PMOs, and why? The key findings of this paper are that PMOs have more realistic expectations about their effort than 5 years ago. Many of the PMOs were shut down because of the effect of the economic situation. The PMOs have also proven to be more selling-orientated now than they were 5 years ago, opposed to be working on a strategic level.","abstract_html":"Since the millennium a few Project Management Offices (PMOs) have been established in organizations in Iceland. A research was conducted in the year 2007 on the features of all known PMOs in Iceland. Since then Icelandic organizations have been going through the filtering effects of the financial crisis that „struck” the Icelandic economy. Through this turmoil, what happened to the PMOs, and why? The key findings of this paper are that PMOs have more realistic expectations about their effort than 5 years ago. Many of the PMOs were shut down because of the effect of the economic situation. The PMOs have also proven to be more selling-orientated now than they were 5 years ago, opposed to be working on a strategic level.","abstract_has_math":false,"creators":["Sigurður Bjarni Gíslason 1978-"],"institution":null,"degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Háskólinn í Reykjavík"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":2012,"date_issued":"2012-09-12","date_published":"2012-09-12","updated_at":"2026-07-27T20:43:40Z","subjects":["Verkefnastjórnun","Project management"],"languages":["en"],"rights":[],"rights_urls":[],"identifier_entries":[]},"links":{"outbound_url":"http://hdl.handle.net/1946/12943","outbound_label":"Handle","outbound_source":"dc:identifier.uri"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Háskólinn í Reykjavík"]},{"key":"dc:creator","label":"Author","values":["Sigurður Bjarni Gíslason 1978-"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date.accessioned","label":"Dc Date Accessioned","values":["2012-09-12T09:12:32Z"]},{"key":"dc:date.available","label":"Dc Date Available","values":["2012-09-12T09:12:32Z"]},{"key":"dc:date.issued","label":"Date","values":["2012-09-12"]},{"key":"dc:type","label":"Dc Type","values":["Thesis"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Verkefnastjórnun","Project management"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language.iso","label":"Language (ISO)","values":["en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier.uri","label":"Identifier URI","values":["http://hdl.handle.net/1946/12943"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description.abstract","label":"Abstract","values":["Since the millennium a few Project Management Offices (PMOs) have been established in organizations in Iceland. A research was conducted in the year 2007 on the features of all known PMOs in Iceland. Since then Icelandic organizations have been going through the filtering effects of the financial crisis that „struck” the Icelandic economy. Through this turmoil, what happened to the PMOs, and why? The key findings of this paper are that PMOs have more realistic expectations about their effort than 5 years ago. Many of the PMOs were shut down because of the effect of the economic situation. The PMOs have also proven to be more selling-orientated now than they were 5 years ago, opposed to be working on a strategic level."]},{"key":"dc:title","label":"Title","values":["The benefits of PMOs in Icelandic organizations and why some have been shut down"]}]}],"canonical_facts":{"dc:contributor":["Háskólinn í Reykjavík"],"dc:creator":["Sigurður Bjarni Gíslason 1978-"],"dc:date.accessioned":["2012-09-12T09:12:32Z"],"dc:date.available":["2012-09-12T09:12:32Z"],"dc:date.issued":["2012-09-12"],"dc:description.abstract":["Since the millennium a few Project Management Offices (PMOs) have been established in organizations in Iceland. A research was conducted in the year 2007 on the features of all known PMOs in Iceland. Since then Icelandic organizations have been going through the filtering effects of the financial crisis that „struck” the Icelandic economy. Through this turmoil, what happened to the PMOs, and why? The key findings of this paper are that PMOs have more realistic expectations about their effort than 5 years ago. Many of the PMOs were shut down because of the effect of the economic situation. The PMOs have also proven to be more selling-orientated now than they were 5 years ago, opposed to be working on a strategic level."],"dc:identifier.uri":["http://hdl.handle.net/1946/12943"],"dc:language.iso":["en"],"dc:subject":["Verkefnastjórnun","Project management"],"dc:title":["The benefits of PMOs in Icelandic organizations and why some have been shut down"],"dc:type":["Thesis"]},"updated_at":"2026-07-27T20:43:40Z"}