Today, project management continues to represent a challenge for organizations despite the fact that there are countless methodologies and tools to facilitate its execution. This problem is compounded when organizations run many projects in parallel. Faced with these difficulties, organizations seek to define a functional structure called project management office (PMO), to provide solutions to problems that arise. However, these initiatives are presented as challenges since it is difficult to define the PMO structure that best suits the reality of the organization. The present work executes a systematic mapping review in order to find if successful experiences exist in defining the framework or methodology for the implementation of PMOs.