Project management (PM) has been adopted by both public and private organisations in two stages. The first stage, related to the acquisition of the competence by individuals working is disparate corners of an organisation. In this configuration, skills have been used in an uncoordinated manner to support and provide PM services. However, in the past decades, most organisations, including many in Botswana, have moved to a second level of establishing and operating project management offices (PMOs). The purpose of PMOs is to provide and support managerial, administrative, training, consulting, and technical services for projects in organisations. Therefore, PMOs are expected to provide value-for-money by increasing the success of project delivery i.e., within time, budget and as specified. To know that this is being attained requires measuring results from the services offered by PMOs using key performance indicators (KPIs). This article, therefore, discusses results of a study that sought to identify the KPIs used in measuring PMO services in six selected organisations in Botswana. The research was based on two methods namely a questionnaire and focus group discussion workshops. The strategy was that if respondents indicate in the questionnaire that they measure results of their PMO services, then they would indicate in the focus group discussions the nature of their KPIs. Disappointingly, results indicated that five organisations (OrgA, OrgB, OrgC, OrgD and OrgE) did not have formal measurement regimes and hence no KPIs were identified. Only one organisation (OrgF) indicated some form of performance measurement based on the balanced scorecard of the PMO.