The Agile PMO Paradox: Embracing DevOps in the UAE

Abstract

This study investigates how Development and Operations (DevOps) practices impact Project Management Office (PMO) governance within the technology sector of the United Arab Emirates (UAE). It addresses the need for agile-aligned governance frameworks by exploring how DevOps principles affect traditional PMO structures. A quantitative cross-sectional survey was conducted, and data was collected from 321 DevOps and PMO professionals in UAE organizations. The analysis, using Partial Least Squares Structural Equation Modelling (PLS-SEM), revealed a moderate positive correlation between specific DevOps practices—such as microservices, Minimum Viable Experience (MVE) culture, continuous value streams, automated configuration, and continuous delivery—and effective PMO governance. The study’s novel theoretical contribution is the integration of the Dynamic Capabilities Framework (DCF) with the Agile DevOps Reference Model (ADRM) to examine this alignment, bridging strategic agility and operational execution. This research offers actionable insights for UAE organizations and policymakers seeking to enhance governance and digital maturity.