Implementing a Project Management Office: Can A PMO Create Project Management Methodologies in an Organization

My case study organization is a project-oriented organization. An earlier study conducted at that organization indicated that the discipline of Project Management was lacking. Managers had no direct training in PM, and no standards were established. Poor communication between departments resulted in unavailable parts, mid-project design changes, confusion of department roles, or forgotten notifications. Departments do not receive updates or work orders in a timely manner, nor are they aware of projects in other departments that may affect their resources. Decisions are made without involving the departments that are affected, due to failure to understand what information is essential to other departments.

As a technical communicator, I saw that my skills for documentation and communication could be utilized within a Project Management Office. Templates and checklists could be created and standardized to ensure information is created and recorded in an easy-to-use and repeatable manner. The proper stakeholders can be notified at each milestone, or if problems arise. Clear documentation can facilitate repeatability of processes and highlight problem areas to avoid in future projects. When I discussed this with my supervisor, he readily agreed, and I began my secondary research.

The secondary research uncovered areas that are not fully explored or show inconsistent results. By pursuing these research questions, I hope to fill some gaps in the literature and to add to the general knowledge and aide the organization in its project management endeavors.
My questions are:
R1: What is needed for a PMO to establish PM methodologies in an organization where they do not previously exist?
R2: What factors within the organizational culture change when a PMO is implemented?