Document Type : Research Paper
Authors
1 Assistant Prof., Department of Management, Faculty of Industrial Engineering and Management, Malik Ashtar University, Tehran, Iran.
2 Assistant Prof., Department of Management, Faculty of Management and Economic, University of Qom, Qom, Iran.
3 Master of Project Management, Department of Management, Faculty of Management and Economic, University of Qom, Qom, Iran.
Abstract
Navigating today’s financial markets, which are fraught with uncertainties, necessitates a thorough understanding of the future of venture capital fund management. This requires innovative design and the adoption of new methods for managing knowledge-based projects. One effective approach to overseeing various projects across industries is the establishment of a Project Management Office (PMO) as an organizational unit. The aim of this article is to design a suitable implementation framework for the PMO to enhance the management of knowledge-based projects, improve the business and investment ecosystem, and foster strategic partnerships with co-investors—key elements for boosting performance in companies and investment funds. To achieve this, the study analyzes the current maturity and development of the PMO within a fund, identifying the status of related processes and infrastructures from the stakeholders' perspective. Data were collected through interviews with five experts and analyzed using the Organizational Project Management Maturity Model. The findings indicate that establishing an effective PMO framework in a venture capital fund requires a comprehensive analysis of the current situation, assessing maturity levels, and determining starting points for improvement. This process is structured around four main steps: preparing the team and defining the research scope; assessing the current state and measuring maturity; identifying the desired maturity level; and presenting a plan to achieve the organization’s goals along with the necessary solutions.
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