Abstract

mobile and fixed telephony, broadband connectivity and IPTV (Internet Protocol Television) services to people, homes, and businesses. When it opened for business in 2006, the company boldly entered what was already a saturated market with 100 % penetration. Although du Telecom recognized that the telecom industry in the Arabian Gulf is fast growing and that the company would face ever-increasing competition, it approached the market as an opportunity rather than an obstacle. Within four years, du had acquired almost 40 % of the region’s mobile market share and was maintaining an annual growth rate of more than 32 % in a saturated market.1 Established in 1987, Huawei is a global leader of ICT solutions and the largest telecommunications equipment maker in the world.2 Their telecom network equipment, IT products and solutions, and smart devices are used in 170 countries and regions. In 2013, du signed a Memorandum of Understanding (MoU) with Huawei Technologies Co. Ltd.,3 a Chinese multinational networking and telecommunications equipment and services company. With this understanding, du and Huawei are working together to better define the best practices in portfolio and project management concepts, processes and techniques for their industry, including knowledge transfer and research.4 Du and Huawei are operating what they term a “distributed PMO ” in two countries. This requires that both understand how a PMO functions in that type of environment. The two companies decided to work CASE STUDY When asked what contributes to their success, Imran Malik,