Relevant bibliographies by topics / Project management office (PMO)

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Academic literature on the topic 'Project management office (PMO)'

Author: Grafiati
Published: 4 June 2021
Last updated: 4 March 2023

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Journal articles on the topic "Project management office (PMO)"

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Carden, Lila Lenora, and Carol Brace. "Project Management Office (PMO)." International Journal of Information Technology Project Management 13, no. 1 (January 2022): 1–13. http://dx.doi.org/10.4018/ijitpm.290419.

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A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.
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Vukadinović, Danko, and Robert Fabac. "Project Management in Digital Disruption: Emergence of Digital Project Management Office." ENTRENOVA - ENTerprise REsearch InNOVAtion 8, no. 1 (November 10, 2022): 310–28. http://dx.doi.org/10.54820/entrenova-2022-0027.

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This review paper has been prepared to provide an overview of multidisciplinary research that combines recent findings in the fields that support digital transformation development. The potential impact of digital technologies on organizational performance is the leverage that enables changes in common elements of organizational design; such are strategy, structure, processes, or workforce. According to reports by various authors, choosing an approach to digital transformation potentially includes an emphasis on strategy, processes, a structural approach, a project approach, and other performances. Such transformation is often performed through a portfolio of interrelated projects that change the organization. Most contemporary organizations establish a project management office (PMO) as an organizational entity responsible for implementing digital transformation initiatives. In this article, PMO is highlighted as an element of organizational design that promises success in meeting the demands of digital transformation initiatives, such as digital agility or innovation project management, by introducing new digital competencies into its professional domains. Such extensions of PMO domain expertise may lead to the transformation of “traditional” PMOs into digital PMOs. The paper analyses the cases of application of structural elements of digital PMO and their characteristics in three Croatian companies.
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Lacruz, Adonai, and Everton Cunha. "Project management office in non-governmental organizations: an ex post facto study." Revista de Gestão 25, no. 2 (April 16, 2018): 212–27. http://dx.doi.org/10.1108/rege-03-2018-033.

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Purpose The purpose of this paper is to explore the influence of project management offices (PMO) in non-governmental organizations (NGOs), in fundraising linked to projects, under the theoretical lens of the resource-based view. Design/methodology/approach Through a longitudinal analysis ex post facto study in a non-profit civil association, the authors examined by Mann-Whitney’s U tests the results before (2003-2008) and after (2009-2014) PMO implementation, to check if the office moderated the relationship between project management and fundraising for projects. Findings Mann-Whitney’s U tests showed that PMO had, in those periods, a statistically significant influence in increasing the number of projects and decreasing the mean value of their budgets (p-value<0.05). Originality/value Despite the wide range of studies on the contribution of PMOs to internal project management, there is a lack of empirical evidence on their moderation capacity, especially in NGOs. To fill this research gap, this study investigates the moderating role of PMO in NGOs, by examining their performance on fundraising processes, to contribute to a better understanding of potential PMO effects, particularly as a moderator of the relationship between project management and projects’ fundraising.
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Obradović, Vladimir. "PROJECT MANAGEMENT OFFICE IN THE PUBLIC SECTOR: A CONCEPTUAL ROADMAP." European Project Management Journal 12, no. 2 (2022): 63–70. http://dx.doi.org/10.56889/ghxu9566.

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Most public institutions nowadays use projects to implement their development activities. Based on in-depth literature review, this paper presents a conceptual model for establishing Project Management Office (PMO) in public sector. The paper analyses the role of PMO in successful project management, the value of PMO with the focus on the PMO in public sector, and presents a summary of theoretically proven and in practice validated project management methodologies, models and approaches. Based on systematic literature review and almost 20 years of working experience in the field, the main result of this paper is the nine-stage model for establishing of PMO in public sector. Finally, the paper emphasizes the necessity of dedicated time and resources, as well as a support of experts, training, infrastructure, government, and decision-makers.
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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.

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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.
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Fernandes, Gabriela, Hugo Sousa, Anabela Tereso, and David O’Sullivan. "Role of the Project Management Office in University Research Centres." Sustainability 13, no. 21 (November 7, 2021): 12284. http://dx.doi.org/10.3390/su132112284.

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University Research Centres (URCs) have become a primary organisational structure in universities for bringing together a critical mass of multidisciplinary research interests that can compete for large, funded research projects and create breakthrough research results. Some of the more successful URCs are now developing specialised project management offices (PMOs) that can coordinate key activities, from proposal development to project execution, and ensure that research results are disseminated. A key challenge for URCs is to define what roles, functions, and competencies such a PMO should have. This research identifies a number of key attributes of PMOs that meet the unique challenges of URCs. This paper presents an initial conceptualisation of roles and functions developed from a literature review and that are later tested via a detailed survey among 370 URC participants involved in collaborative R&D projects worldwide. The study suggests that there are three PMO maturity stages: ‘basic’, ‘intermediate’, and ‘advanced’. The resulting conceptualisation highlights six functions for a ‘basic’ PMO stage, an additional ten functions for an ‘intermediate’ PMO stage, and a further ten functions for ‘advanced’ PMO. The research presented provides guidance and decision support to URCs when selecting the role that a PMO should play for achieving tangible and intangible project benefits. Although the study suggests a lengthy list of functions, none of these should be considered in isolation. Most of the functions interact with each other and affect the PMOs’ impact within the URC in various ways. The paper contributes to the transformative and evolutionary nature of PMOs, and illustrates that universities are receptive and even demanding of the need to create an effective PMO to improve the operation of major R&D projects and programs and create greater societal impact by URCs.
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Arbabi, Hani, Mohammad-Javad Salehi-Taleshi, and Kian Ghods. "The role of project management office in developing knowledge management infrastructure." Engineering, Construction and Architectural Management 27, no. 10 (July 16, 2020): 3261–87. http://dx.doi.org/10.1108/ecam-11-2019-0600.

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PurposeKnowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.Design/methodology/approachA two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.FindingsThe results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.Originality/valueThis study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.
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Sasongko, Tonny Rizkya Nur, and Bambang Syairuddin. "PENGARUH PERAN PROJECT MANAGEMENT OFFICE (PMO) TERHADAP KINERJA PROYEK INFRASTRUKTUR KETENAGALISTIRKAN." BISMA 12, no. 3 (September 17, 2018): 392. http://dx.doi.org/10.19184/bisma.v12i3.9008.

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Abstract: Project Management Office (PMO) is a tool used to control the projectsconducted at PT. PLN. In general, the PMO factors in a project will have a positiveeffect on project performance. This study aims to determine the most influentialPMO factors in the implementation of PMO on the performance of the existingprojects in PT. PLN. The research population was 54 project coordinators andadministrative officers of the PMO system with the final sample consisted of 43respondents. Classification and interrelationship between roles will be analyzedusing factor analysis method. The results showed that the main factors influencingthe implementation of PMO on the performance of electricity infrastructure projectswere the factors of process, standard, methodology, human resource, and facility.Keywords: PMO, Project Performance, Electricity Infrastructure, Factor Analysis.Abstrak: Project Management Office (PMO) digunakan sebagai alat (tool) untukmengontrol proyek-proyek yang ada di PT PLN. Secara umum, faktor-faktor PMOpada suatu proyek akan berpengaruh positif terhadap kinerja proyek. Penelitian inibertujuan untuk menganalisis faktor - faktor PMO yang paling berpengaruh dalamimplementasi PMO terhadap kinerja proyek yang ada di PT PLN. Populasipenelitian adalah 54 koordinator proyek dan petugas administrasi sistem PMO,dengan sampel berjumlah 43 responden. Klasifikasi dan keterkaitan antar peranakan dianalisis dengan menggunakan metode analisis faktor. Hasil penelitianmenunjukkan bahwa faktor–faktor yang berpengaruh pada implementasi PMOterhadap kinerja proyek infrastruktur ketenagalistrikan adalah faktor proses,standar, metodologi, sumber daya manusia (SDM) dan sarana.Kata Kunci: PMO, Kinerja Proyek, Infrastruktur Ketenagalistrikan, Analisis Faktor
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Nadae, Jeniffer De, and Marly Monteiro de Carvalho. "A knowledge management perspective of the project management office." Brazilian Journal of Operations & Production Management 14, no. 3 (September 6, 2017): 350. http://dx.doi.org/10.14488/bjopm.2017.v14.n3.a8.

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The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.
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Altaefi, Mohammed A. "Role of a Project Management Office (PMO) in improving Project Success Factor in Saudi Arabia: Case Study of ZATCA." International Journal of Advanced Engineering Research and Applications 7, no. 10 (December 2, 2022): 123–50. http://dx.doi.org/10.46593/ijaera.2022.v07i10.001.

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Abstract: The demand for establishing a Project Management Office (PMO) will continue as many projects continue to delay or remain in the region of complicated and stalled projects. In Saudi Arabia, project failure is can be classified as severe pain for many businesses, even for the country's economy. There might be a shortage of research in the literature on project failure that emphasizes why projects fail or delay in Saudi organizations and the impact of implementing a PMO to manage projects. The main objectives of this empirical research in Saudi Arabia are to (i) conduct a literature review on the role of PMO and projects success criteria, (ii) identify the relationship between industrial engineering and the project management framework, (iii) critically evaluate if establishing a PMO will help achieving goals for project success. (iv) identifying when a project is successful, (v) evaluate the difference between the organizations that have established a PMO and other organizations that have not, (vi) identify the main obstacles for establishing PMOs in Saudi Arabia. A literature review on project failure and PMO establishment were performed. To prepare research questions and hypotheses, this study employed a multiphase mixed-method design with quantitative and qualitative methodologies to reach its research purposes. The data were collected through an online questionnaire for the critical incident technique study and then analyzed using thematic analysis and ANOVA using SPSS software. The main findings of the research show that most response that the project characteristics and performance within the organization, such as schedule, budget, and end-product, are essential for project success; in addition, the statistics showed the most important reasons for project failure. Furthermore, the study statistics showed that the primary motivation for starting a PMO is as follows a) Implement and follow standard practices, b) decrease the rate of and c) Assess project risks at early stages of the project lifecycle. Practitioner of project management view on PMO roles centered on the stalled project how it will develop and maintain project management standers and Provide project management consultations. Interestingly, the study also revealed that the lack of understanding of PMO value to the organization and Resistance to change are the main obstacles to establishing a PMO office. Overall, there was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Obstacles of establishing PMO). There was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Reasons of Projects failure).
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Dissertations / Theses on the topic "Project management office (PMO)"

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González, Mariela, and Felicia Johonston. "Diseño de una project management office (PMO) para methanex Chile limited." Tesis, Universidad de Chile, 2007. http://www.repositorio.uchile.cl/handle/2250/111268.

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Tesis para optar al grado de Magíster en Control de Gestión
En los tiempos actuales el proyecto es una herramienta válida para lograr los objetivos planteados en los planes estratégicos de la organización y lograr así la sustentabilidad en el tiempo, sin embargo no siempre se logra obtener un buen desempeño desde el punto de vista de plazos, recursos y expectativas de los clientes. Muchas organizaciones buscan mejorar sus prácticas desarrollando metodologías y procesos más rigurosos para abordar de mejor forma los proyectos. Dentro de estas muchas organizaciones que buscan mejorar sus procesos y lograr más eficiencia a través de una forma estructurada de gestión de proyectos se encuentra Methanex, ya que debido a su acelerado ritmo de crecimiento en el nivel de producción, debe ejecutar varios proyectos en forma simultánea, es así que nace la idea de formar la PMO (Project Management Office) de manera tal de homogeneizar procesos, definir procedimientos comunes, determinar diferentes metodologías para abordar las distintas áreas de conocimiento: nueve de acuerdo a la metodología PMI (Project Management Institute), se trata también de aprovechar las economías de escala y capitalizar lecciones aprendidas. Junto a lo anterior importante también es difundir herramientas, técnicas, métodos y capacitar para afianzar la cultura de Proyectos en la organización, gerenciar eficazmente la multiplicación del número de proyectos y su creciente complejidad son parte de los aspectos que justifican diseñar e implementar una PMO. El mayor beneficio que se persigue es hacer las cosas más fáciles.
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Mora, Salcedo Juan. "Study of standardization of planning process in a Project Management Office (PMO)." Thesis, Högskolan i Gävle, Avdelningen för Industriell utveckling, IT och Samhällsbyggnad, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-27259.

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This thesis is about the standardization of the planning phase in a project management office (PMO). The purpose of the research is to find the way to standardize the planning phase in PMO. This purpose is motivated by the relevance of planning phase in projects. Planning is about to forecast, and the consequences of a bad forecasting can be critical for the developing of the project. The research question of the study is the following one:➢ How can the planning phase be standardized in a Project Management Office?To answer this question five interviews have been performed. The interviewees were senior project managers from different companies in Sweden. In order to keep the confidentiality, the names of the managers and the companies which they belong to are omitted. A literature review has been done to set up a theoretical framework and validate the results from the interviews. The study concludes that the only part in planning which can be easily standardized is the work breakdown structure. The results showed that standardization of planning phase as a whole is a big challenge for PMO and also that specialization helps in great measure the standardization of planning.
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Hajduček, Vladimír. "Projektová kancelář jako nástroj řízení projektů." Master's thesis, Vysoká škola ekonomická v Praze, 2008. http://www.nusl.cz/ntk/nusl-4680.

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The work deals with using Project Management Office when managing project portfolio. Theoretical part characterizes project from a perspective of project life cycle, staffing on project and project risks. Next it describes particular organizational levels of Project Management Office and activities that could be done by Project Management Office. Last but not least it provides overlook of maturity of project management in the Czech Republic. Practical part analysis on example of financial company the processes taking place in corresponding phases of a project. Next the processes of change management, risk management, project deliverables, quality assurance, reporting and budgeting are analyzed. At the end of this work the processes are evaluated and the steps for improvement are formulated.
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Desta, Solomon. "An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors." Master's thesis, University of Cape Town, 2006. http://hdl.handle.net/11427/6554.

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Includes bibliographical references.
Integrating Project Management practices with other management practices and processes such as Knowledge Management, Total Quality Management, Concurrent Engineering, Risk Management and Change Management has become a coping mechanism for many organisations operating in volatile business environments (Kerzner 2000). Companies have come to realize that leveraging knowledge gained on projects is an important resource to improve performance and have started to look for strategies that help them to achieve 'excellence' and 'maturity' in PM and help formally "manage" this intellectual property gained on projects (Kerzner 2003). One of the strategies that many companies are adopting for the structured collection, distribution, and updating of the intellectual property gained on projects and to facilitate their maturity in PM practices is the 'project management office' (PMO) (Dai & Wells 2004; PMI 2004a; Santosus 2003; Rad & Levin 2002; Bates 1998). This is referred to by different writers alternatively as the project office (PO) (Englund et al. 2003; Kermer 2003; Turbit 2003; PM! 2000a), PM centre of excellence (COE) (Kermer 2001) or Project support office (PSO) (Marsh 2001; Marsh 2000).
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Correia, Nuno Miguel Bernardo Alexandre. "O papel do Project Management Office (PMO) nas organizações : reflexão sobre um estudo de caso." Master's thesis, FEUC, 2013. http://hdl.handle.net/10316/24801.

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Dissertação de mestrado em Gestão, apresentada à Faculdade de Economia da Universidade de Coimbra, sob a orientação de Margarida Isabel Mano Tavares Simões Lopes dos Santos.
A gestão de projectos tem vindo a assumir uma crescente importância nas organizações. Com o intuito de melhorar o sucesso dos projectos as organizações têm adotado estruturas especializadas, de carácter permanente ou temporário, que realizam essa gestão de modo coordenado e centralizado. O Project Management Office (PMO), estrutura alinhada com as necessidades específicas das organizações, tem vindo a assumir papéis bastante diversos, assentes na implementação de uma cultura de boas práticas em gestão de projetos. Com o intuito de aprofundar o estudo do papel do PMO numa organização, procede-se na presente dissertação à revisão bibliográfica sobre o tema, analisando modelos de PMOs, papéis, funções e inserção nas estruturas organizacionais, apresentando-se ainda uma reflexão a partir do estudo de caso do PMO na Universidade de Coimbra.
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Tootoonchy, Mahshid. "Investigating the PMO and PfM co-transformation : a routine perspective." Thesis, Queensland University of Technology, 2017. https://eprints.qut.edu.au/105562/1/Mahshid_Tootoonchy_Thesis.pdf.

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Project management offices are expected to assist organisations in the successful delivery of projects portfolios, but often fail to meet expectations. This study contributes to the academic and practitioner understanding of project and portfolio success by providing a detailed insight into the factors and processes that drive the evolution of project management offices using routines as the unit of analysis. Project management offices are assumed to be the agent of change and strategy implementation; so, the organizational leaders need to understand the organizational context and how a successful PMO re-shape itself over time to increase its value to the organisation.
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Guimarães, Eduardo Barbosa Gomes. "Escritório de projetos: pesquisa sobre os fatores que influenciam o estado potencial para sua virtualização." Universidade Federal da Bahia, 2007. http://www.adm.ufba.br/sites/default/files/publicacao/arquivo/disserta_eduardo_guimaraes.pdf.

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Neste estudo, foram examinados fatores que influenciam o estado potencial para virtualização de um escritório de projetos, também conhecido como PMO, na percepção dos profissionais de gerenciamento de projetos filiados a dois dos principais fóruns eletrônicos de discussão sobre o tema no Brasil. O estudo empírico foi conduzido através da utilização de instrumentos desenvolvidos pelo próprio autor da pesquisa, que permitiram quantificar percepções como: contribuição da estrutura organizacional para gerenciar projetos, grau de maturidade da metodologia de gestão de projetos, performance atual da organização, papel estratégico da Tecnologia da Informação (TI), importância dada pelos clientes à estrutura organizacional responsável pelos projetos, uso de ferramentas e software colaborativos, além dos ganhos obtidos com a implementação de um PMO virtual. A identificação destas percepções foi definida a partir dos estudos do PMI (2004), Kerzner (2002), Takahashi (2000), Garfein (2005), Rabechini Júnior e Pessôa (2005), Ferreira (1994) e Vargas (2004), que fundamentaram a criação de tais instrumentos de pesquisa e também do modelo de análise. Além dessas percepções, foram coletados dados demográficos dos participantes e do segmento de atuação da organização em que ele atua. Obteve-se 162 questionários respondidos, que foram aplicados através da Internet. A partir dos resultados obtidos, buscouse estabelecer relações entre as sete percepções anteriormente citadas, sendo ainda gerado um segundo questionário, também aplicado através da Internet, porém numa amostra diferente, para verificação do modelo conceitual proposto, que obteve 73 respondentes. O foco dominante consistiu na percepção da contribuição da estrutura organizacional para gerenciar projetos, ao contrário da hipótese formulada. A amostra apresentou altos índices de correlação entre tais percepções e foi possível observar o equilíbrio obtido como fruto da validação do modelo, onde a diferença percentual entre a percepção com maior influência no estado potencial para virtualização de um PMO (uso de ferramentas potencializadoras do PMO virtual) e aquela com a menor influência (importância dada pelos clientes à estrutura organizacional), foi de apenas, aproximadamente 4%. Tal equilíbrio destoou daqueles obtidos a partir do modelo inicialmente proposto, através dos quais se verificou uma clara preponderância da percepção no tocante à contribuição da estrutura organizacional para gerenciar projetos. Estudos posteriores, de maior abrangência, devem ser conduzidos para aprofundar tais diferenças encontradas entre as percepções, quando argüidas de forma direta, daquelas obtidas indiretamente. Foi conduzida análise de regressão simples e múltipla, demonstrando a influência da maturidade da metodologia de gestão de projetos mediada por outras percepções que compõem o modelo de análise, como a percepção da performance atual da organização, e da contribuição da estrutura organizacional para gerenciar projetos.
Salvador
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Alghadeer, Abdulaziz Ibrahim. "Influence of Socio-Cultural and Technological Factors on the Adoption of the Project Management Office (PMO) in Saudia Arabia: An Innovation Diffusion Perspective." Thesis, Griffith University, 2013. http://hdl.handle.net/10072/365914.

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Innovation is regarded as one of the key drivers of national economic growth. It is defined as the adoption of a system, policy, program, device, process, product or service that is new to the adopting organisation. A must-have core competency for the adopting organisation is the ability to manage the innovation-adoption process (e.g. awareness of the innovation, attitude formation, intention to adopt, rate of adoption, evaluation, implementation, etc.). The link between innovativeness and projects undertaken is intimate, therefore, integrated advanced project management is recommended to address challenges faced by project management in improving organisations’ performance. Many organisations plan to adopt or have already adopted the Project Management Office (PMO) which is perceived as an organisational innovation because it is an effort to adopt new project management practices. Previous studies have indicated that the successful adoption of innovations often needs an effective diffusion process. This thesis argues that a combination of contextual factors (e.g. social, cultural, technological and organisational) and various innovation characteristics has the potential to influence the organisation’s intention to adopt innovation. Drawing upon the Diffusion of Innovation theory, and a stream of research that has focused on national culture, organisational climate, and technology and innovation management, the thesis introduces a conceptual model featuring seven unique constructs–each construct represents a single theoretical variable of interest. The thesis hypothesises upon how socio-cultural and technological factors (two constructs at the country level), organisational climate for innovation (single construct at the organisation level), and innovation characteristics (three constructs capturing perceived relative advantages, compatibility and complexity) influence the intention-to-adopt decision (single construct).
Thesis (PhD Doctorate)
Doctor of Philosophy (PhD)
Griffith School of Engineering
Science, Environment, Engineering and Technology
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Lima, Murilo Paes. "Análise crítica do processo de planejamento da implantação de um escritório de gerenciamento de projetos." Universidade de São Paulo, 2008. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-14082008-095723/.

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A implantação de estruturas como o Escritório de Gerenciamento de Projetos (EGP) é uma ação que tem sido muito utilizada recentemente visando desenvolver e aprimorar a gestão de projetos nas organizações. Num momento em que cada vez mais as empresas estão utilizando projetos para implantar o seu planejamento estratégico, torna-se fundamental garantir a maior eficiência e eficácia possível na gestão de seus projetos. A utilização de um EGP pode trazer uma série de benefícios à gestão de projetos de uma organização; entretanto, sua implantação é um processo complexo que deve ser planejado com cuidado. O objetivo desta dissertação é identificar os fatores que influenciam o processo de planejamento da implantação de um EGP e analisá-los quanto à forma que sua influência é exercida, de tal modo que propicie uma implantação de sucesso. Este objetivo é alcançado através da análise do processo de constituição de um EGP, do processo de planejamento estratégico do EGP e do processo de planejamento de suas fases. Dentro do processo de planejamento estratégico do EGP, são detalhadas as análises que envolvem o diagnóstico da situação atual da empresa, os benefícios esperados, as condições de viabilidade para implantação, a definição dos objetivos estratégicos, os tipos de EGP, suas funções e a influência da estrutura organizacional. São ainda analisadas a influência da cultura organizacional, da maturidade em gestão de projetos, dos fatores críticos de sucesso e os recursos e custos envolvidos na implantação. A dissertação ainda contempla um estudo de caso da implantação de um EGP em uma grande empresa brasileira, líder em seu setor. Neste estudo de caso buscou-se confrontar as conclusões das análises realizadas com as condições e resultados verificados no caso específico. Como conclusão do estudo, fica claro que não existe uma \"receita de bolo\" para a implantação de um EGP. Os responsáveis pela implantação devem entender quais fatores afetam o planejamento de um EGP e trabalhar no intuito de melhor adaptar estes fatores à implantação do EGP de sua organização. Deste modo, esta dissertação atinge seu objetivo e oferece ao leitor uma visão de quais são estes fatores, como eles afetam o planejamento e quais os possíveis caminhos que podem ser tomados para se implantar com sucesso um EGP.
The implantation of structures such as the Project Management Office (PMO) is an action that has been used much recently seeking the development and improves the project management in the organizations. At a moment in that each time more and more companies are using projects to establish their strategic planning, it becomes fundamental to assure the greater efficiency and efficacy possible in the management of their projects. The use of a PMO may bring many benefits to the project management of an organization; however, its implantation is a complex process that needs to be planed with care. The objective of this dissertation is to identify the factors that influence the process of planning the implantation of a PMO and to analyze them as the form that its influence is exercised, in such a way that propitiates a successful implantation. This objective is obtained through analyzes of the process of constitution of a PMO, the process of strategic planning of the PMO and the planning process of its phases. Within the process of strategic planning of the PMO, are detailed analyzes that involve the diagnosis of the present situation of the company, the benefits expected, the conditions of viability of implantation, the definition of strategic objectives, the types of PMO, its functions and the influence of the organizational structure. The influence of organizational culture, the maturity of project management, the critical factors of success and the resources and costs involved in the implantation are still being analyzed. This dissertation still contemplates a case study of implantation of a PMO in a large Brazilian company, leader in its sector. This case study aims to compare the conclusions of analyzes done with the conditions and results verified in the specific case. As conclusion of this study, it has become evident that there is no simple solution for implanting a PMO. The people responsible for the implantation must understand which factors affect the planning of the PMO and work to better adapt this factors for implantation of their organization. In this way, this dissertation reach\'s its objective and offers to reader a vision of these factors, how they affect the planning and which are the possible ways that could be taken to implant with success a PMO.
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Martins, Vergilio Antonio. "Conceitos de outsourcing aplicados à operação de escritório de gerenciamento de projetos." Universidade de São Paulo, 2007. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-19072007-174624/.

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A implementação e operação de um Escritório de Gerenciamento de Projetos (Project Management Office - PMO) requerem mudanças organizacionais, em especial quanto ao modo como a empresa planeja, executa e controla seus projetos. As empresas modernas, inseridas em um mercado de grandes transformações e de competição, não conseguem dominar toda a cadeia de suprimento das competências necessárias ao desenvolvimento de seus projetos, por conseguinte dos produtos entregue aos seus clientes. Diante disso, há uma importante constatação quanto ao crescimento da utilização de recursos externos, mesmo em áreas consideradas estratégicas. Este projeto de pesquisa busca compreender os mecanismos que influenciam na tomada de decisão para adoção de conceitos de serviços de outsourcing em atividades relacionadas às competências organizacionais, em especial na operação dos PMO. A pesquisa é um misto de confirmatória e exploratória, tendo o survey como método utilizado, pela coleta de dados através de um questionário auto-administrado pelos respondentes, hospedado na internet (web-based). A população da pesquisa são empresas industriais e de serviços que atuam no mercado brasileiro. Para análise dos dados foi utilizado o tratamento estatístico não-paramétrico e aplicados testes de independência em tabelas de contingência. O resultado do trabalho, com 78 casos válidos do survey, indica que apesar de não poder-se estabelecer uma relação entre o posicionamento das competências do PMO, em ser realizada por fornecedores externos, com a percepção dos clientes, os casos empíricos demonstram uma forte tendência de que as competências do PMO sejam realizadas por recursos internos da organização. Na mesma linha, não se pode estabelecer uma relação positiva entre a cultura de serviços externos praticada pela organização e a possibilidade de utilização desse modelo (outsourcing) para a operação do PMO. A despeito das limitações do projeto de pesquisa, fica claro que a realidade das organizações é um tanto complexa e, portanto, reafirma-se a necessidade de imprimir um desenvolvimento constante à área de conhecimento e de recursos relacionados às competências organizacionais em gerenciamento de projetos, e de seu modo estruturado, através de seus PMO. A conquista dessas competências, ao tempo desejável para o posicionamento da organização na luta por seu espaço e sobrevivência, por certo que passa pela utilização de recursos externos, para que seus preciosos recursos especializados se dediquem àquilo que é o seu núcleo de competências, que está ligada a sua identidade. Assim, cabe indicar as crenças no desenvolvimento e aperfeiçoamento de teorias que contribuam para a compreensão e devida intervenção sobre a realidade das organizações, indicando possíveis cenários e meios para superação de desafios presentes. A contribuição do desenvolvimento deste trabalho de pesquisa é oferecer uma abordagem teórica para a compreensão do processo de identificação do posicionamento do PMO em termos das competências organizacionais pela aplicação de outsourcing, como uma alternativa viável para a operação de PMO.
The implementation and the operation of Project Management Office (PMO) involves organizational changes, in the way how the enterprise plans, executes and control its projects. The modern enterprises, which were put in a market of big transformations and competition, cannot dominate the whole chain of supplies for its costumer products and services. Considering all that it is possible to observe a important growth in the use of services executed from external resources, even in areas considered strategic. This research project intends to understand the mechanism which can influence the decision to take on services of outsourcing in activities related to organizational competences. The type of research is a combination of confirmatory e exploratory, and uses a web based survey for the collection of data. The project is designed to enterprises which work in the brazilian market. It was used the practical nonparametric statistic of data, by independence test in the r x c contingence table. The research showed that, in 78 of the survey valid cases, the utilization of PMO in organizational competences comes from the organization\'s internal resources. In the same line, still based on the research, it is possible to conclude that it is unlikable to establish a positive relation between the culture of external services used by the organization and the possibility of utilization of the outsourcing model to the operation of PMO. In spite of the limits that appeared in the research project, it is clear that the reality of the organization is very complex, and therefore, confirm the need of showing a constant development of the knowledge area and the resources related to the organization\'s abilities in project management, and of its structured mode, using its PMO. The achievement of these abilities, at the desired time for the organization\'s positioning in the fighting for its survival in the market, definitely make use of external resources to dedicate its precious specialized resources to its core competence, which is connected to its identity. In this way, it is possible to indicate the belief in the development and the improvement of theories that can contribute to the understanding and the necessary interventions in the reality of the organizations, showing possible situations and ways to solve the present problems. The contribution of this research assignment is a theoretical approach to a better comprehension of the identification process of PMO positioning in terms of organizational competencies by the application of outsourcing as a possible alternative to the operation of PMO.
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Books on the topic "Project management office (PMO)"

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Monique, Aubry, ed. The Project Management Office (PMO): A quest for understanding. Newtown Square, Pa: Project Management Institute, 2010.

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A, Howard Dale, ed. Administering an enterprise PMO using Microsoft Office Project Server 2003. Gillette, NJ: Soho Corp., 2004.

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Leading successful PMOs: How to build the best project management office for your business. Burlington, VT: Gower Pub., 2011.

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The project & programme support office handbook. Wokingham: Project Manager Today Publications, 2000.

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Creating the Project Office. New York: John Wiley & Sons, Ltd., 2003.

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1953-, Howard Dale A., ed. Managing enterprise projects: Using Microsoft Office Project Server 2007. 2nd ed. New York: Chefetz LLC, 2009.

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Paul, Dwyer, and Habib Moshin, eds. The program management office advantage: A powerful and centralized way for organizations to manage projects. New York, NY: American Management Association, 2009.

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M, Merritt Guy, ed. Proactive risk management. New York: Productivity Press, 2002.

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Perry, Mark Price. Business driven PMO success stories: Across industries and around the world. Plantation, FL: J. Ross Publishing, 2013.

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Jordan, Andy. Risk management for project driven organizations: A strategic guide to portfolio, program and pmo success. Plantation, FL: J. Ross Publishing, 2013.

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Book chapters on the topic "Project management office (PMO)"

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Arnaz-Pemberton, Emma-Ruth. "The Project Management Office (PMO)." In The Practitioner’s Handbook of Project Performance, 205–9. Names: Phillips, Mark, 1960- editor.Title: The practitioner’s handbook of project performance: agile, waterfall and beyond/edited by Mark Phillips.Description: 1. Edition. | New York: Routledge, 2019.: Routledge, 2019. http://dx.doi.org/10.4324/9781315268040-14.

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Bost, Mel. "Understanding and Empowering the Program Management Office (PMO) and Its Influence on Project Lessons Learned." In Project Management Lessons Learned, 11–14. Boca Raton, FL : CRC Press, [2018]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429490361-2.

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Croitoru, Haniel. "Agile Project Management." In Agile Office 365, 31–46. Berkeley, CA: Apress, 2018. http://dx.doi.org/10.1007/978-1-4842-4081-6_2.

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Bost, Mel. "Avoiding Disruption of the PMO by Accidental Adversaries." In Project Management Lessons Learned, 21–25. Boca Raton, FL : CRC Press, [2018]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429490361-4.

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Bost, Mel. "What Do I Do If My PMO Can’t Execute?" In Project Management Lessons Learned, 15–19. Boca Raton, FL : CRC Press, [2018]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429490361-3.

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Leinfellner, Norbert. "The Project Management Office." In Project Management for Drug Developers, 55–70. Boca Raton: CRC Press, 2022. http://dx.doi.org/10.1201/9781003226857-5.

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Richardson, Gary L., and Brad M. Jackson. "Enterprise Project Management Office." In Project Management Theory and Practice, 537–52. Third edition. | Boca Raton, FL : CRC Press, [2019]: Auerbach Publications, 2018. http://dx.doi.org/10.1201/9780429464140-43.

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Ali, Birjandi. "Upgrade the Project Management Office." In Poised for Peak Performance in Healthcare, 39–50. Boca Raton : Taylor & Francis, 2018.: Productivity Press, 2018. http://dx.doi.org/10.4324/9781315175669-4.

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Powell, Martin, and James Young. "The Project Management Support Office." In The Wiley Guide to Managing Projects, 937–69. Hoboken, NJ, USA: John Wiley & Sons, Inc., 2007. http://dx.doi.org/10.1002/9780470172391.ch38.

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Hamilton, Albert. "Chapter 12. Project management office." In Art and practice of managing projects, c—176—c—191. London: Thomas Telford Ltd, 2010. http://dx.doi.org/10.1680/apmp.34563.0012.

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Conference papers on the topic "Project management office (PMO)"

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Mijic, Dragan R. "Development of Project Management Offices (PMO) in organizational project management." In 2015 23rd Telecommunications Forum Telfor (TELFOR). IEEE, 2015. http://dx.doi.org/10.1109/telfor.2015.7377389.

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Alghadeer, Abdulaziz, and Sherif Mohamed. "The Role of Socio-Cultural and Technological Factors in Adopting the Project Management Office (PMO)." In International Conference on Engineering, Project, and Production Management. Association of Engineering, Project, and Production Management, 2014. http://dx.doi.org/10.32738/ceppm.201411.0035.

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K. Purayil, Prasannakumar, and Sujith Pratap Chandran. "Fossil Fuels to Green Hydrogen: A Paradigm Shift? An Examination of Capital Project Management Perspectives in the Post-Pandemic Era." In International Petroleum Technology Conference. IPTC, 2022. http://dx.doi.org/10.2523/iptc-22359-ms.

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Abstract OBJECTIVE/SCOPE Hydrogen based economy is real? Are the oil producers being pressurized to curtail greenhouse gas emissions? While several organizations are revisiting its means to shift the business basics from fossil to hydrogen, there are several questions to be answered. Terms such as "hydrogen", "wind" and "solar" are getting more popular in the project management dictionary. In addition, the post pandemic era could be of greater challenge, especially for managing mega projects. A fundamental realignment in project management discipline is inevitable. While managing the transition, the project management functions also require a better "redefinition" in line with such paradigm shift. This paper investigates the project management changes and challenges from a large, Joint Ventured project context, in the post pandemic era in terms of redefining better project success. METHODS, PROCEDURES, PROCESS The Paris Agreement, the international treaty on climate change, is litigating the need for adopting low carbon energy sources; its longer term impacts will be studied. The transition of energy basics to hydrogen, which is imminent, to be treated as very fundamental, its implications from project complexity management aspects will be investigated. Technological maturity and economical feasibility along with its stakeholder's influences will be reviewed. The high level interface aspects from technology integration viewpoints will be analyzed. Project Human Resource Management challenges will be evaluated. Second change driver is the impacts of Covid-19, which has several lessons to be investigated and captured from project management perspectives. Improvisation of risk management practices during post pandemic period will be documented as part of project execution strategies. Key aspects such as contracting, procurement and supply chain strategies will be evaluated as an effective methodology for risk reduction. RESULTS, OBSERVATIONS, CONCLUSIONS The fundamental changes in oil based capital project management will be elaborated based on two critical change drivers. Project configuration, integration and risk management perspectives will be analyzed from decision marker's view points. The considerations of additional critical success factors from capital project management will be defined. Project Definition Parameters defined through integrated Front End Loading, iFEL will be elaborated. Project decision model and leadership model from PMO perspective will be detailed. An overall strategy for changed conditions beyond project triple constraints will be outlined. NOVEL/ADDITIVE INFORMATION The strategic redefinition of project management functions and its implementation aspects will be administered through a competent Project Management Office (PMO) function. Authors identify the PMO's leading roles from a change management perspective while implementing capital projects.
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Pratap Chandran, Sujith, and Prasannakumar K Purayil. "Fossil Fuels to Hydrogen: Paradigm Shift in Capital Project Management? A Transitional Gas & Oil Eyeglass Review." In ADIPEC. SPE, 2022. http://dx.doi.org/10.2118/210917-ms.

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Abstract Energy producers are under tremendous pressure to abate GHG emissions earlier than previously thought. The call for action is driven by multiple factors such as climate activism, policy regulations, a global pandemic and geopolitical conflict. Hydrogen is widely considered the most important energy carrier in a decarbonized future. As organizations are revisiting their business models to evaluate the impact of a shift from fossil fuels to Hydrogen, terms such as "Energy Transition", "Carbon Management" and "Hydrogen Economy" are now making frequent appearances in business and project management plans. The global pandemic and cataclysmic geopolitical conflicts may have expedited this shift in strategies, and to some extent exacerbated capital risks faced by mega projects. As a result, a fundamental realignment in Project Management strategies seem inevitable. While managing the Energy Transition, the traditional Oil & Gas PM knowledge areas will require a "reframing" of sorts. This paper investigates the Project Management challenges and opportunities in a large, Joint Venture capital project in the Energy Transition context. The Paris Agreement, the international treaty on climate change, has intensified the discussions around low carbon energy sources. The transition to Hydrogen is sometimes envisaged to happen with cross-sectoral coupling (CO2 capture, Renewable Energy storage). Its long-term implications in terms of project complexity management, technological maturity and economic feasibility along with stakeholder influences will be reviewed. The high-level interface aspects from technology integration viewpoints and Project Human Resource Management challenges will also be addressed. Other important present-day change drivers include impacts of Covid-19 pandemic and geopolitical conflict in Europe, which have led to watershed policy changes such as Joint European action for secure energy (REPowerEU). Rejigging Risk Management, Contract Management, Supply Chain and Stakeholder alignment strategies in the post pandemic world are key execution strategy elements for Hydrogen projects and these will be reviewed on the basis of learnings from Oil & Gas Project execution management. The fundamental changes in Gas and Oil based Capital Project Management and learnings to be harvested for Hydrogen projects will be elaborated utilizing identified critical change drivers. Project Configuration, Integration and Risk management perspectives will be analyzed from Owners’ viewpoints. Additional Critical Success Factors, Project Definition Parameters or integrated Front End Loading (iFEL), Project assurance and leadership model will be identified and elaborated. An overall execution strategy focused on new project realities beyond the realm of triple project constraints will be outlined. The strategic redefinition of Project Management functions in the context of Energy Transition and their deployment will be administered via a competent Project Management Office (PMO) function. Authors identify the PMO's leading role in Change Management, harvesting learnings and synergies, stakeholder alignment and overall strategy definition.
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Anantatmula, Vittal, and Parviz Rad. "Linkages among project management maturity, PMO, and project success." In 2013 IEEE International Technology Management Conference & 19th ICE Conference (ITMC). IEEE, 2013. http://dx.doi.org/10.1109/itmc.2013.7352602.

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Haj Hamad, Ruba Mohammad, and Mustafa Al Fayoumi. "Scalable Agile Transformation Process (SATP) to Convert Waterfall Project Management Office into Agile Project Management Office." In 2018 International Arab Conference on Information Technology (ACIT). IEEE, 2018. http://dx.doi.org/10.1109/acit.2018.8672701.

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Ershadi, M., M. Jefferies, P. Davis, and M. Mojtahedi. "Breakthrough Capabilities for Delivering High-performing Project Management Offices (PMOs) in Construction Enterprises." In 2020 IEEE International Conference on Industrial Engineering and Engineering Management (IEEM). IEEE, 2020. http://dx.doi.org/10.1109/ieem45057.2020.9309918.

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Zybarev, Yurii, and Sergey Kratov. "The Project Office for Bioresource Collections Management." In 2019 International Multi-Conference on Engineering, Computer and Information Sciences (SIBIRCON). IEEE, 2019. http://dx.doi.org/10.1109/sibircon48586.2019.8958441.

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Shoso, Yamato, Jinnosuke Nakamura, and Toshihisa Honma. "Project Management Office Action Model Using AHP." In The International Symposium on the Analytic Hierarchy Process. Creative Decisions Foundation, 2009. http://dx.doi.org/10.13033/isahp.y2009.072.

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Downey, D. M. "The virtual project office - a practical realisation." In IEE Colloquium on `Future Developments in Project Management Systems'. IEE, 1995. http://dx.doi.org/10.1049/ic:19951127.

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Reports on the topic "Project management office (PMO)"

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Guerrero, J. V., and J. M. Gorton. TRU waste lead organization -- WIPP Project Office Interface Management semi-annual report. Office of Scientific and Technical Information (OSTI), May 1985. http://dx.doi.org/10.2172/5199637.

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Pielstick, Rose M. Project Hanford Management Contract performance report to the DOE Richland Operations Office, May 2004. Office of Scientific and Technical Information (OSTI), June 2004. http://dx.doi.org/10.2172/825449.

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SHIKASHIO, L. A. Office of River Protection (RPP) Interface Management in the Multi Contract Project Environment at Hanford. Office of Scientific and Technical Information (OSTI), September 2000. http://dx.doi.org/10.2172/804744.

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DOE. Project Execution Plan, Waste Management Division, Nevada Operations Office, U.S. Department of Energy, April 2000. Office of Scientific and Technical Information (OSTI), April 2000. http://dx.doi.org/10.2172/756489.

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Boehm, Ted W., and Jim Handy. Crawfordsville Technical Services Asset Management Workflow Improvement Project. Purdue University, 2023. http://dx.doi.org/10.5703/1288284317581.

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The Indiana Department of Transportation (INDOT) is divided into six districts, with district offices located in LaPorte, Fort Wayne, Crawfordsville, Greenfield, Vincennes, and Seymour. Each district has a Technical Services Department responsible for (with support from INDOT Central Office staff) managing the INDOT assets within the district and providing technical support to the district (including capital programs, maintenance, construction projects, and others). They also provide input to Statewide Asset Management and Capital Programs. Each Technical Services Department has assigned Asset Owners responsible for management of assets such as roadways/pavement, bridges, large culverts, small culverts, traffic/safety, mobility, and (in the case of Crawfordsville) drainage.
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MCCORMACK, R. L. Application of the office of civilian radioactive waste management QA requirements to the hanford spent nuclear fuel project. Office of Scientific and Technical Information (OSTI), May 1999. http://dx.doi.org/10.2172/782366.

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Clark, Louise, Jo Carpenter, and Joe Taylor. Learning From Responsiveness to a Rapidly Evolving Context: IDRC’s Covid-19 Responses for Equity Programme. Institute of Development Studies, June 2022. http://dx.doi.org/10.19088/core.2022.004.

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This report summarises key institutional lessons that emerged from a Learning Journey commissioned by the International Development Research Centre (IDRC) for its Covid-19 Responses for Equity (CORE) programme. Learning Journeys are a research method developed by the Institute of Development Studies (IDS) to support collaborative scoping processes and provide participants with structured spaces to learn, discuss issues, and to reflect on their day-to-day work and how to apply learning. CORE was designed as a rapid response mechanism to address the sudden global shifts caused by the Covid-19 pandemic. The initiative supports 21 research projects with Southern partners across 42 countries. It seeks to understand the socioeconomic impacts of the pandemic, improve existing responses, and generate better policy options for recovery. The CORE Learning Journey was managed by the ‘Knowledge Translation’ (KT) supplier for CORE, the UK-based IDS. It brought together grantees, IDRC senior management, Regional Directors (RD), Program Officers (PO), and IDS staff, to share experiences and reflect on the successes and challenges of the CORE programme. It was framed around a central learning question: What are the key lessons to emerge from the IDRC experience of funding CORE as a responsive mechanism to provide innovative Southern-led policy and practice solutions in the context of a rapid onset and rapidly evolving global crisis?
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Boehm, Ted W., and Jim Handy. Central HMA Acceptance Lab Process Improvement Implementation Plan Project. Purdue University, 2020. http://dx.doi.org/10.5703/1288284317130.

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The Indiana Department of Transportation (INDOT) Central Hot Mix Asphalt (HMA) Acceptance Lab was opened on March 29, 2018 at the Office of Materials Management (OMM) facility in Indianapolis. The state-of-the-art lab conducts acceptance testing on HMA samples from INDOT’s Crawfordsville and Greenfield districts, as well as testing of appeals samples from the other four INDOT districts. Each HMA sample undergoes multiple sequences acceptance testing processes. In 2019, project SPR-4353 “Central HMA Acceptance Lab Process Improvement Project” was conducted with the goal to improve organization, flow of work and efficiency in the central region HMA Acceptance Lab for all tests done, and provide implementation leading to the reduction of turnaround time from six days to four days. This project follows key recommended actions from SPR-4353 to implementation.
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Smith, Adam, Megan Tooker, and Sunny Adams. Camp Perry Historic District landscape inventory and viewshed analysis. Engineer Research and Development Center (U.S.), March 2021. http://dx.doi.org/10.21079/11681/39841.

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The National Historic Preservation Act of 1966 (NHPA) established the National Register of Historic Places (NRHP), which requires federal agencies to address their cultural resources, defined as any prehistoric or historic district, site, building, structure, or object. NHPA section 110 requires federal agencies to inventory and evaluate their cultural resources. Section 106 requires them to determine the effect of federal undertakings on properties deemed eligible or potentially eligible for the NRHP. Camp Perry Joint Training Center (Camp Perry) is located near Port Clinton, Ohio, and serves as an Ohio Army National Guard (OHARNG) training site. It served as an induction center during federal draft periods and as a prisoner of war camp during World War II. Previous work established boundaries for an historic district and recommended the district eligible for the NRHP. This project inventoried and evaluated Camp Perry’s historic cultural landscape and outlined approaches and recommendations for treatment by Camp Perry cultural resources management. Based on the landscape evaluation, recommendations of a historic district boundary change were made based on the small number of contributing resources to aid future Section 106 processes and/or development of a programmatic agreement in consultation with the Ohio State Historic Preservation Office (SHPO).
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UMTRA Project Office Records Management Plan. Office of Scientific and Technical Information (OSTI), June 1993. http://dx.doi.org/10.2172/10184338.

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