The Implementation Dynamics and Challenges of PMO (Program Management Offices) in Banking Mergers and Acquisitions in Bahrain
DOI:
https://doi.org/10.70301/Keywords:
Project Manager, PMO, M&AAbstract
This work paper examines the challenges related to the implementation of Project Management Offices (PMOs) in mergers and acquisitions (M&A) within the banking sector. M&A transactions remain a critical trend in the financial industry, where organizational success depends largely on effective integration strategies. PMOs are increasingly recognized as essential enablers of structured project delivery, coordination, and management during these complex processes.
The paper begins with an analysis of theoretical literature on banking M&A, PMOs, and integration models, emphasizing issues such as cultural alignment, communication, and organizational flexibility. Evidence suggests that the absence of a defined and skilled PMO team significantly increases the risks of failure in M&A projects. For PMOs to add value, they must be adaptable, technically proficient, and culturally sensitive.
To address these concerns, the paper adopts autoethnography and case study methodologies, drawing on interviews with banks engaged in M&A and discussions with PMO practitioners. These insights highlight the functions, responsibilities, and strategic importance of PMOs in achieving successful integration. The findings contribute practical recommendations and structured guidelines for banking institutions, underscoring that competent PMOs play a vital role in managing transformation and supporting the realization of strategic goals in M&A contexts.
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