The Agile PMO Paradox: Embracing DevOps in the UAE

Purpose: This study investigates the impact of DevOps practices on Project Management Office (PMO) governance within the UAE technology sector. It explores the challenges and opportunities of integrating DevOps principles into traditional PMO structures, addressing a growing need for agilealigned governance frameworks. Design/Methodology/Approach: A positivist, quantitative crosssectional survey design was employed. Data were collected from 321 DevOps and PMO professionals across UAE organizations and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). Findings: The results reveal a moderate positive correlation between specific DevOps practices—such as microservices, MVE culture, continuous value streams, automated configuration, and continuous delivery—and effective PMO governance. Theoretical Implications: This study offers a novel theoretical contribution by integrating the Dynamic Capabilities Framework with the Agile DevOps Reference Model to examine DevOps-PMO alignment. It uniquely bridges strategic agility and operational execution, advancing agile governance theory and contributing to debates on agile project management and organizational adaptability in fast-evolving technology environments. Practical Implications: The research provides actionable insights for UAE organizations and policymakers aiming to enhance governance and digital maturity through the adoption of DevOps within PMO frameworks. Limitations: The study is context-specific to UAE technology organizations and based on cross-sectional data, which may limit the generalizability of the findings. Originality/Value: This study contributes novel theoretical insights by integrating the Dynamic Capabilities Framework and Agile DevOps Reference Model, offering a unique perspective on aligning agile practices with PMO governance in a high-growth technology environment.