## 5 Conclusions  
This research contributes to knowledge by examining PM efficiency. This discussion holds significance for project managers as it aids in the identification of variables that exhibit a stronger correlation with project efficiency. These identified variables can then be the focal point of future improvement initiatives in PM practices. Within the academic domain, this research enhances our comprehension of project portfolio management processes. Unlike many existing studies that primarily concentrate on factors such as costs, time-to-completion, and adherence to project scope, this study delves into the intricacies of project complexity. Moreover, it is outstanding for investigating the interplay between project performance, PMO strategic decisions, project classifications, and complexity. To the best of our knowledge, based on a review of recent literature, no prior research has established a correlation between efficiency outcomes and the complexity of projects in conjunction with the PMO's activities. Comparing the conclusions drawn in this study with findings from existing literature yields insights. Ref. [67] examined the role of active PMOs in 35 companies, specifically in relation to project performance metrics encompassing time, cost, and scope. The study revealed that the attainment of targets in these dimensions (time, cost, and scope) was less dependent on the PMO's activities. Instead, the research suggested that PMOs wielded a more pronounced influence on project maturity, portfolio value, and the achievement of strategic objectives. Ref. [5] introduced a model for assessing PMO efficiency within the software industry, employing a multicriteria approach. The study scrutinized project efficiency while interlinking it with PMO activities. It is worth noting that this study relied solely on practitioners' viewpoints, thus introducing a degree of uncertainty into the analysis. From a theoretical perspective, this research offers a valuable contribution by presenting an evaluation model that encompasses novel variables, extending beyond the conventional aspects of scope, cost, and time. Notably, it factors in parameters such as the number of interfaces and specialties involved. The outcomes of this study pinpoint the most proficient DMUs, serving as internal benchmarks to guide the management of forthcoming projects and shape strategies for enhancement. It is worth highlighting that the analysis highlights 35 out of 124 benchmark projects, underscoring the company's substantial pool of high-performing projects that can provide valuable insights for strategic decision-making in future endeavors. From a managerial perspective, this research supplies pertinent information concerning the efficiency outcomes of each project. This evaluation takes into account the PMO's performance in relation to the project's maturity level, class, and distinctive characteris \begin{table}
\begin{tabular}{c c c c c c c c} \hline \hline
**Class** & **Efficiency** & **Input01** & **Input02** & **Input03** & **Input04** & **Output01** & **Output02** \\ \hline
**IV** & Input01 & 0.220 & & & & & \\  & Input02 & 0.011 & 0.131 & & & & \\  & Input03 & 0.046 & 0.079 & \(-\)0.072 & & & & \\  & Input04 & \(-\)0.174 & 0.106 & 0.640 & \(-\)0.191 & & & \\  & Output01 & 0.280 & 0.319 & 0.007 & 0.406 & \(-\)0.121 & & \\  & Output02 & **0.492** & 0.045 & \(-\)0.125 & 0.199 & \(-\)0.135 & \(-\)0.069 & \\  & Output03 & **0.623** & 0.263 & 0.204 & \(-\)0.033 & 0.154 & 0.059 & 0.20 \\ \hline \hline \end{tabular}
\end{table} 
Table 10: _Cont._tics. Consequently, it facilitates the formulation of a strategy centered around benchmark projects and project efficiency. This, in turn, empowers the PMO to make informed decisions and take targeted actions in areas where further improvement is required, ultimately ensuring superior project outcomes.