Dissertations / Theses: '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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Widjeskog, Regina. "Hur prioriterar en matrisorganisation? : En beskrivning & analys av prioriteringsprocessen i ett PMO hos en matrisorganisation." Thesis, Linnéuniversitetet, Institutionen för datavetenskap, fysik och matematik, DFM, 2012. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-20106.

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Företag kan ha olika struktur och med denna organisationsstruktur kommer en del utmaningar. Matrisorganisationer är en utformning av det mer komplexare slaget och dess tydligaste kännetecken är multipla rapporteringsvägar. På senare tid har det visat sig att matrisorganisationer som arbetar med Project Management Office (PMO) har problem med hur de ska prioritera sina projekt. Detta för att beslutsvägarna är komplexa och det många gånger är svårt att veta vem det är som bestämmer. Syftet med studien var att beskriva och analysera prioriteringsprocessen i ett PMO som existerar i en matrisorganisation. Studien har även velat påvisa vilka faktorer som påverkar denna prioriteringsprocess. För att besvara syftet har en deskriptiv undersökningsmetod använts med en deduktiv ansats. Studien har haft Företag X i Västerås som fallföretag, där utförliga intervjuer har genomförts med relevanta informanter för att samla in empiri. I studien beskrivs begrepp som är kopplade till prioriteringsprocessen i ett PMO i en matrisorganisation, uppdelade i fyra olika teman; projekt, styrning, beslutsfattande och organisation. Studiens resultat och analys börjar med en verksamhetsbeskrivning men är sedan indelat i fem rubriker. Direkt under samtliga av dessa rubriker sker en analys utifrån den teoretiska referensramen. Därefter sker en djupare diskussion gällande prioriteringsprocessen och dess påverkande faktorer. Denna studie påvisar att fallföretaget saknar en tydlig prioriteringsprocess. Väldefinierade IS strategier och Business drivers i kombination med rätt visualiseringsverktyg underlättar prioriteringsprocessen för en matrisorganisation. Andra faktorer som även påverkar är styrning och struktur i PMO, beslutsfattande och resurser.

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Gualdino, Carlos Manuel dos Santos. "O papel da governação do PMO na partilha do conhecimento entre projectos." Master's thesis, Instituto Superior de Economia e Gestão, 2016. http://hdl.handle.net/10400.5/12965.

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Mestrado em Gestão de Projetos
Para o Project Management Institute (PMI) "governação é definida como o processo de desenvolvimento, comunicação, execução e acompanhamento assegurando as políticas, procedimentos, estruturas organizacionais e práticas associadas a um determinado programa?. No contexto organizacional, proporciona um quadro para a tomada de decisões e ações de gestão éticas, baseadas na transparência, responsabilidades e papeis bem definidos (Too & Weaver, 2014b). No âmbito específico da gestão de projetos é um garante que o portfólio de projetos está alinhado com os objetivos da organização, e é entregue de forma eficiente e sustentável suportando os meios pelos quais a gestão e outras importantes partes interessadas, recebem a informação oportuna, relevante e fiável (APM, 2004). No presente trabalho é usada para classificar os modelos postos em prática pelo Project Management Office, no apoio a projetos ou programas através dos processos de partilha de conhecimento (Garland, 2009). Na medida em que estudos anteriores referem consistentemente lacunas na investigação nesta área, o objetivo da presente dissertação será assim de examinar o papel estratégico da governança do Project management office e qual a sua verdadeira influência nos processos de partilha do conhecimento entre projetos. Serão ainda observadas as barreiras e motivações para a real e positiva transferência de conhecimento, numa perspetiva em como os gestores de projeto percecionam as políticas implementadas.
For the Project Management Institute (PMI), "governance is defined as the process of development, communication, implementation and monitoring, ensuring the policies, procedures, organizational structures and practices associated with a particular program." In the organizational context, provides a framework for decision making and ethical management actions based on transparency, responsibility and well-defined roles (Too & Weaver, 2014b). In the specific scope of project management it is a guarantee that the project portfolio is aligned with the organization's goals, and is delivered in an efficient and sustainable manner, supporting the means by which management and other key stakeholders receive timely, relevant and reliable information (APM, 2004). In this study it is used to classify the implemented models of the Project Management Office, to support projects or programs in knowledge sharing processes (Garland, 2009). As previous studies consistently refer research gaps in this area, the purpose of this dissertation will be to examine the governance strategic role of the Project Management Office and what is its real influence on knowledge sharing processes between projects. Both obstacles and motivations will also be observed for the real knowledge transfer, in the perception how project managers understand the implemented policies.
info:eu-repo/semantics/publishedVersion

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Núñez, Chipana Jesús Teodoro, Camacho Milagros Giuliana Gamarra, and Reyes Orlando José Valencia. "Diseño de una PMO para la constructora JMO." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2005. http://hdl.handle.net/10757/657058.

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El presente trabajo de investigación tiene como objetivo diseñar una PMO para la empresa constructora JMO, con la finalidad de retomar su crecimiento económico, a través de la optimización de sus proyectos de construcción. Esta caída en las metas económicas se está dando por la deficiente dirección de sus proyectos, que han generado sobrecostos en su ejecución y ha sacado a relucir la falta de experiencia en este campo de sus profesionales técnicos. Para lograr este objetivo, se ha decidido usar la metodología PMO Value Ring por su facilidad de adaptación a cualquier modelo de negocio. Cabe destacar que esta metodología define a la PMO como una entidad prestadora de servicios que centraliza todas las funciones que tengan relación referente a la dirección de proyectos, con el objetivo de atender las necesidades y expectativas de sus clientes para poder generar valor. El diseño de la PMO se establecerá mediante un proyecto usando la herramienta Project Canvas para plantear de manera visual los elementos a tomar en cuenta siguiendo los lineamientos de la Guía del PMBOK® Sexta Edición para la dirección de proyectos. Se propondrá un plan de trabajo para la Gestión del Cambio Organizacional basada en el ACMP® Standard for Change Management y el PMI® Managing Change in Organizations: A practice guide, con la finalidad de evitar conflictos con el personal ante la incertidumbre que esta pueda generar, y que afecte aún más el rendimiento de la empresa. Al finalizar el proyecto, JMO tendrá una PMO lista para iniciar operaciones.
The present research work aims to design a PMO for the construction company JMO, in order to resume its economic growth, through the optimization of its construction projects. This fall in economic goals is occurring due to the poor management of its projects, which have generated cost overruns in its execution and has brought to light the lack of experience in this field of its technical professionals. To achieve this objective, it has been decided to use the PMO Value Ring methodology due to its ease of adaptation to any business model. It should be noted that this methodology defines the PMO as a service provider entity that centralizes all functions related to project management, in order to meet the needs and expectations of its customers in order to generate value. The design of the PMO will be established through a project using the Project Canvas tool to visually present the elements to be taken into account following the guidelines of the PMBOK® Sixth Edition Guide for project management. A work plan for Organizational Change Management will be proposed based on the ACMP® Standard for Change Management and the PMI® Managing Change in Organizations: A practice guide, in order to avoid conflicts with staff in the face of the uncertainty that this may generate and that further affects the performance of the company. At the end of the project, JMO will have a PMO ready to start operations.
Trabajo de investigación

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Arapa, Álvarez Ronald Marco, and Apaza Michael Alex Calderón. "Diseño de una Oficina de Dirección de Proyectos (PMO) en la Municipalidad Provincial de Puno." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2021. http://hdl.handle.net/10757/656681.

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La implementación de una Oficina de Dirección Proyectos PMO en el sector público, ya tuvo sus primeras experiencias durante la construcción de la infraestructura para los juegos Panamericanos y Parapanamericanos realizados en nuestro país el año 2019, dando resultados exitosos en la ejecución de dicho proyecto y en razón a ello el órgano rector del estado, a través del D.U. Nº 021-2020, emite sus primeras disposiciones que regulan la implementación de una Oficina de Dirección de Proyectos (PMO) y aunque aún es genérica y no precisa detalles para su implementación, se espera en los próximos años se venga regulando e implementando su uso en las obras del sector público. El presente trabajo de investigación desarrolla el diseño de una Oficina de Dirección de Proyectos PMO en la Municipalidad Provincial de Puno bajo la metodología denominada PMO Value Ring, en vista de que, como ejecutor de inversiones públicas, presenta dificultades en el cumplimiento del plazo, costos y calidad de los proyectos y se espera que mediante su implementación se reduzcan los problemas indicados, se ejecute el presupuesto público de manera eficiente y, consecuentemente, dé mayor beneficio a la sociedad. Dentro del contenido del presente trabajo de investigación, se ha desarrollado múltiples encuestas hacia los funcionarios y colaboradores involucrados en la ejecución de proyectos de la entidad a fin de poder obtener data que permitan realizar el diagnóstico de la situación actual de los proyectos de inversión en la organización, conocer sus principales problemáticas, calcular del nivel de madurez en dirección de proyectos, evaluar la cultura organizacional de la entidad en la ejecución de proyectos y finalmente desarrollar el diseño de la PMO considerando la metodología denominada PMO Value Ring.
The implementation of a PMO Project Management Office in the public sector, already had its first experiences during the construction of the infrastructure for the Pan American and Parapan American Games held in our country in 2019, giving successful results in the execution of that project and because of this the governing body of the state, through the D. U. Nº 021-2020, issues its first provisions that regulate the implementation of a Project Management Office (PMO) and although it is still generic and does not specify details for its implementation, it is expected that in the coming years its use in public sector works will be regulated and implemented. This research work develops the design of a PMO Project Management Office in the Provincial Municipality of Puno under the methodology called PMO Value Ring, in view of the fact that, as an executor of public investments, it presents difficulties in meeting the deadline, costs and quality of the projects and it is expected that through its implementation the problems indicated will be reduced, the public budget will be executed efficiently and, consequently, it will give greater benefit to society. Within the content of this research work, multiple surveys have been carried out with the officials and collaborators involved in the execution of projects of the Provincial Municipality of Puno in order to obtain data that allow the diagnosis of the current situation of investment projects in the organization, to know its main problems, to calculate the level of maturity in project management, to evaluate the organizational culture of the entity in the execution of projects and finally to develop the design of the PMO considering the methodology called PMO Value Ring.
Trabajo de investigación

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Alegría, Muñoz Ronald, Romero Andrea Mairy Medina, Paredes Miguel Angel Salcedo, Zárate Roger William Usnayo, and Zenteno Richard Jose Tadeo. "Diseño de la Oficina de Dirección de Proyectos (PMO) en una empresa de servicios peruana." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2021. http://hdl.handle.net/10757/656802.

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Los lineamientos estratégicos 2021-2023 de la empresa UX están asociados con el crecimiento sostenible, la mejora de resultados y la mayor satisfacción con sus clientes; sin embargo, se ven ensombrecidos por la deficiente calidad de sus servicios, debido a problemas en la implementación de sus proyectos. Luego de un trabajo de investigación, profundizando en las posibles causas que generan este problema, se ha propuesto el diseño de la implementación de una Oficina de Gestión de Proyectos (PMO), como apoyo en la estandarización y acompañamiento de los diferentes proyectos, buscando de esta manera mejorar la calidad en sus proyectos y por tanto en los servicios. La Guía del PMBOK® fundamenta este trabajo de investigación para los grupos de procesos de inicio y planificación del proyecto del Diseño de la PMO; el manual del modelo de madurez organizacional en la gestión de proyectos (OPM3®) para medir la madurez en la gestión de proyectos; la metodología PMO Value Ring de la PMO Global Alliance con el fin de brindar la propuesta de diseño de la PMO en funciones, estructura y roles; y en la Guía Práctica de Gestión del Cambio en las Organizaciones del PMI, que nos ayudará a desarrollar el plan de gestión del cambio organizacional en la UX. El trabajo de investigación consta de seis capítulos: El primero plantea y justifica el problema; el segundo capítulo contiene el marco teórico de los conceptos principales; el tercero, describe y analiza la situación de la UX; el cuarto propone la dirección del proyecto para el diseño de la PMO; el quinto muestra la propuesta del diseño de la PMO proponiendo las principales funciones, estructura y roles de la PMO; y el sexto presenta la Gestión del Cambio Organizacional, necesaria para el desarrollo del proyecto. Finalmente, incluimos las conclusiones y recomendaciones. El tiempo estimado para completar la implementación del proyecto de diseño de la PMO es de 80 días hábiles y su costo de inversión inicial de S/. 46 520, y los costos durante la operación se estima en S/. 522 000 anuales.
The 2021-2023 strategic guidelines of the UX company are associated with sustainable growth, improved results and increase the satisfaction with its clients; however, they are overshadowed by the poor quality of their services provided due to problems in the implementation of their projects. After a research work, delving into the possible causes that generate this problem, the design of the implementation of a Project Management Office (PMO) has been proposed, as support in standardizing and accompanying the different projects, seeking in this way to improve the quality in their projects and therefore in the services. The PMBOK® Guide supports this research work for the initiation and planning process groups of the PMO Design project; the Organizational Project Management Maturity Model (OPM3®) for measuring maturity in project management; the PMO Value Ring methodology of the PMO Global Alliance in order to provide the design proposal of the PMO in functions, structure and roles; and in the Managing Change in Organizations: A Practice Guide (PMI), which will help us to develop the organizational change management plan in the UX. The research work has six chapters: The first identifies and justifies the problem; the second chapter contains the theoretical framework of the main concepts; the third, describes and analyzes the situation of the UX; the fourth proposes project management to design the PMO; the fifth shows the PMO design proposal proposing the main functions, structure, and roles of the PMO; and the sixth presents the Organization Change Management, necessary for the development of the project. Finally, we include the conclusions and recommendations. The estimated time to complete the PMO design project's implementation is 80 working days, and its initial investment cost of S/. 46 520, as well as the operating costs are estimated at S/. 522 000 annually.
Trabajo de investigación

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Candido, Roberto. "Escritório de gerenciamento de projetos (PMO) como estratégia de customização de soluções na indústria eletroeletrônica." Universidade de São Paulo, 2007. http://www.teses.usp.br/teses/disponiveis/3/3135/tde-31032008-155813/.

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Este trabalho tem como objetivo apresentar um Modelo de Escritório de Gerenciamento de Projetos, que viabilize o atendimento diferenciado a clientes. Tendo em vista a expansão e a globalização do mercado associada à crescente competitividade das empresas buscando atender os clientes, cada vez mais exigentes na qualidade dos produtos somados a seus interesses individualizados, surgiu a necessidade de adequar a produção para a personalização do consumidor. Essa modelagem foi estruturada a partir de um Estudo de Caso mediante uma pesquisa exploratória e buscou como fonte de referência a Bematech Soluções em Automação Comercial, empresa de grande porte do segmente eletroeletrônico, que se apresentou apropriada para o estudo face ao seu estágio de crescimento e à intenção de ampliar sua presença no mercado. Atualmente suas atividades comerciais estão voltadas para o atendimento de pequenas e médias empresas varejistas, mediante uma rede de revendas distribuídas regionalmente. Este procedimento, que é eficiente para o segmento, é um limitador para a ampliação de mercado desejado pela empresa. Em planejamentos realizados pela empresa definiu-se ampliar o espectro de clientes, buscando atender os grandes varejos com o oferecimento de soluções customizadas, a partir de uma linha produzida em massa. Esta pesquisa, portanto, apresenta como estruturar uma nova Unidade de Negócios fundamentada nos conhecimentos sobre um Escritório de Gerenciamento de Projetos, como elemento de proporcionar a Customização de Soluções para atendimento exclusivo a cada cliente.
This work has objective a Model Project Management Office that makes possible the differential attendance to customers. In view of the expansion and globalization of the market, associated to the competitive of the companies seeking to attend the customers, more and more demanding at the qualities of products added to their individualized interests, came up the necessity to fit the production for the consumers personalization. This modeling was structured from a Case Study by an exploratory research and attempted source the Bematech Solution in Commercial Automation, enterprise of great importance at the hardware segments, that presented itself proper for study, according to its period of growth and the purpose to extend its presence in the market. Today, its commercial activities are turned toward the attendance of small and average retail companies, through a net of resale distribution regionally. This procedure, that is efficient for the segment, limits the magnifying of the market required by the company. In planning carried out by the company, it was defined the specter of consumers, trying to attend the great retails with the proposing of customized solutions, from a mass producing line of products. This research, therefore, presents how to frame a new Business Unit based on the knowledge on an office of Project Management Office (PMO), as element to provide the Customization of Solutions for each customers exclusive attendance.

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Berrocal, Encalada Jhonny Ignacio, and Misari Eliana Nataly Tumialan. "Propuesta de una guía para el desarrollo de una Project Management Office (PMO) Low Cost en Mypes de Lima-Perú para proyectos de edificaciones multifamiliares a través del Método Delphi." Bachelor's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2020. http://hdl.handle.net/10757/652415.

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En la actualidad, el sector construcción ha sido muy relevante en el crecimiento del PBI del Perú. El crecimiento ha sido generado por la cantidad de obras que se están realizando en todo el país; debido a este crecimiento, las micro y pequeñas empresas constructoras han tomado mayor relevancia entre los últimos años por su contribución en proyectos de edificaciones multifamiliares. Se puede denotar la importancia que tienen las MYPEs debido a su aporte al PBI, pero, al no tener un control adecuado de gestión, han tenido problemas para gestionar sus proyectos por lo que su utilidad se ha visto afectada considerablemente. Estas pérdidas han generado que muchas MYPES detengan su participación en el mercado indefinidamente, afectando a la contribución del PBI del sector. Para solucionar la mala gestión de proyectos en las obras de edificaciones multifamiliares, se ha propuesto una guía para el desarrollo de una Project Management Office (PMO) Low Cost, para Micro y Pequeñas empresas que no tengan el capital necesario para invertir en una Project Management Office estándar. Esta guía pretende ser validada a través del método Delphi, recurriendo a los expertos del medio local que tengan experiencia en Gerencia de Proyectos. Los resultados esperados son los de una mejora en el nivel de madurez de las MYPEs tomando en cuenta la mejora en la gestión de proyectos.
Currently, the construction sector has been very relevant in the growth of Peru's GDP. The growth has been generated by the number of works being carried out throughout the country; Due to this growth, micro and small construction companies have become more relevant in recent years for their contribution in multi-family building projects. The importance of the MYPEs due to their contribution to the GDP can be denoted, but, as they did not have adequate management control, they have had problems managing their projects and their utility has been considerably affected. These losses have caused many MYPES to stop their participation in the market indefinitely, affecting the contribution of the sector's GDP. To solve the mismanagement of projects in the works of multi-family buildings, a guide has been proposed for the development of a Project Management Office (PMO) Low Cost, for Micro and Small companies that do not have the necessary capital to invest in a Project Management Standard Office. This guide is intended to be validated through the Delphi method, using experts from the local environment who have experience in Project Management. The expected results are those of an improvement in the maturity level of the MYPEs taking into account the improvement in project management.
Tesis

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Scafutto, Stefenson Marcus Pinto. "O impacto da implantação de escritório de gerenciamento de projetos (EGP) nas organizações públicas: o caso da Polícia Federal." reponame:Repositório Institucional do FGV, 2013. http://hdl.handle.net/10438/12067.

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In this research, to investigate the positive and negative effects perceived by project managers, members of the management offices and project sponsors after implantation of PMO of the Federal Police in Brazil. Argues that the implementation of EGP has been shown to be a critical success factor for public organizations because projects are structural changes aimed at organizational innovations. The research project employed qualitative methods in four study cases (Headquarters of the Federal Police in Brazil, Federal Police of Rio de Janeiro, Federal Police of São Paulo, Federal Police of Minas Gerais) using semi-structured interviews with the PMOs managers, sponsors and project managers. The foundings showed the positive and negative impacts, the difficulties as challenges of the PMO, as well as the traditional and basic services like the methodology development, trainning and reports distribuition to the high administration.
Este estudo teve por objetivo investigar os efeitos positivos e negativos percebidos pelos gerentes de projetos, membros dos escritórios de gerenciamento de projetos e patrocinadores após implantação do EGP na Polícia Federal do Brasil. Argumenta que a implantação de EGP tem se evidenciado como um fator crítico para o sucesso para as organizações públicas, pois os projetos são mudanças estruturantes que visam inovações organizacionais. Metodologicamente, trata-se de uma pesquisa de natureza qualitativa onde foram aplicadas entrevistas semi-estruturadas com os membros dos EGP’s, gerentes de projetos e patrocinadores dos EGP´s do Órgão central da Polícia Federal e das Superintendências da Polícia Federal do Estado do Rio de Janeiro, São Paulo e Minas Gerais, totalizando quatros estudos de caso. Os resultados indicam o tipo de influência que o EGP exerce na organização. As descobertas apontam os impactos positivos, negativos, dificuldades e desafios dos EGP´s, além dos serviços básicos e tradicionais executados pelos EGP´s como desenvolvimento de metodologias, capacitação e treinamento e distribuição de relatórios para alta administração.

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Hannes, Egon Martins. "Gestão de projetos de P&D no IPEN: diagnóstico e sugestões ao Escritório de Projetos (PMO)." Universidade de São Paulo, 2015. http://www.teses.usp.br/teses/disponiveis/85/85133/tde-30042015-092821/.

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O presente trabalho pretende entender a dinâmica do gerenciamento de projetos no IPEN. Para tal, decidiu-se pela pesquisa junto a literatura acadêmica de modelos que pudessem servir de base e que após modificações e ajustes pudessem refletir a realidade dos projetos de Institutos Públicos Pesquisa & Desenvolvimento. Após tratamento estatístico dos dados algumas hipóteses foram validadas e demonstraram sua influência positiva no desempenho do gerenciamento do projeto, tais como a influência das pessoas que compõem as equipes, o efeito da liderança, dentre outras. O modelo, inclusive mostrou-se válido para explicar quais fatores são relevantes para o sucesso dos projetos. Um das principais objetivos, foi exatamente o uso de modelo de avaliação de gestão projetos, que fossem passíveis de validação estatística, e não utilizar um dos disponíveis no mercado, tais como P3M3 e OPM3, para que houvesse um controle e confirmação estatística dos resultados. Outro objetivo foi utilizar um modelo cujas assertivas refletissem a natureza dos projetos de Pesquisa & Desenvolvimento gerenciados pelos pesquisadores do IPEN. Aliás, as referidas assertivas foram formuladas, e enviadas via pesquisa web, e respondidas por praticamente uma centena de profissionais do IPEN, envolvidos com projetos de P&D. A presente dissertação, acrescida das recomendações, ao final, tem como proposta servir de contribuição para os trabalhos desenvolvidos pelo Escritório de Projetos do IPEN. O modelo de avaliação, contido neste trabalho, pode ser aplicado em outras Instituições de P&D brasileiras, para que avaliem a forma e a maneira como gerenciam os seus respectivos projetos.
This paper aims to understand the dynamics involved in the project management at IPEN. To reach this goal, the method chosen was research along with academic literature of models that could serve as a base that after modifications and adjustments could reflect the reality of projects from the Public Institute of Research & Development. After undergoing statistical treatment of the data, some hypotheses were validated and showed positive influence on the project management performance, such as the influence of people who make up the teams, the leadership effect, among others. In fact, the model was found to be valid in explaining which factors are relevant for the success of the projects. One of the main goals was exactly the use of the project management evaluation model, submitted to statistical validation and not to use one available on the market, such as the P3M3 and OPM3, in order to assure the statistical control and confirmation of the results. Another goal was to use a model whose statements reflected the nature of the Research & Development project managed by researchers at IPEN. In fact, the aforementioned statements were formulated and sent via a web survey and answered by almost one hundred IPEN professionals who work on R&D projects. The following dissertation, along with the recommendations at the end, was included to serve as contribution to work developed by the IPEN Project Offices. The evaluation model included in this paper can be applied in other R&D organizations in Brazil, to evaluate the way their projects are managed.

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Czekay, Gustavo Rukuiza. "Fatores críticos de sucesso na operação de escritórios de gerenciamento de projeto (PMOs): uma abordagem Delphi." reponame:Repositório Institucional do FGV, 2012. http://hdl.handle.net/10438/9955.

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Projetos são precursores de novos produtos, serviços e processos organizacionais. Sendo assim, a gestão de projetos aparece como uma grande oportunidade para organizações nos diversos ramos de atividade. O aumento da complexidade do mundo dos negócios e a crescente competitividade fazem com que as empresas tenham que responder cada vez mais rápida e eficientemente aos estímulos externos. Neste contexto, as falhas na execução dos projetos muitas vezes têm resultados desastrosos. Esta dissertação tem por objetivo identificar e analisar os fatores críticos de sucesso para a operação de Escritórios de Gerenciamento de Projetos (Project Management Office – PMO) nas organizações. O PMO permite às empresas usufruir dos benefícios da integração de processos, assim como informar a alta administração sobre o andamento do seu portfólio de projetos, buscando competitividade no mercado com o sucesso de seus projetos. A pesquisa qualitativa (espontânea) teve participação de especialistas brasileiros e estrangeiros, reconhecidos pelo PMI como pessoas destacadas (consultores especializados) em gerenciamento de projetos. Na pesquisa Delphi, quarenta e três especialistas de vários países foram submetidos a um questionário de vinte e cinco perguntas minuciosamente preparadas, a fim de extrair o máximo possível de informações consideradas críticas nas atividades atuais e tendências de PMOs nas empresas. A pesquisa Delphi foi realizada em duas rodadas e concluída com recomendações efetivas, validadas internacionalmente. Como resultado do trabalho, foi desenvolvido um estudo que poderá ser utilizado como referência para a operação de Escritórios de Gerenciamento de Projetos (PMO) nas empresas sem distinção de segmento.
Projects are precursors of new products, services and organizational processes. Therefore, the project management appears as a great opportunity for organizations in different industries. The increasing complexity of business and increased competition mean that companies have to answer even more quickly and efficiently to external stimuli. In this context, the flaws at project implementation often have bad results. This dissertation aims to identify and analyze the critical success factors for the operation of Project Management Office (PMO) organizations. The PMO allows businesses to enjoy the benefits not only at the integration process but also to inform senior management about the progress of your project portfolio, seeking competitiveness in the market with the success of their projects. Qualitative research (spontaneous) had Brazilian and foreign specialists, recognized by PMI as prominent people (consultants) in project management. In the Delphi survey, forty-three experts from several countries were submitted to a questionnaire of twenty-five questions thoroughly prepared in order to extract the maximum information considered critical for current activities and trends from PMOs at their companies. The Delphi survey was conducted in two rounds and concluded with effective recommendations, internationally validated. As a result of the work, it had developed a study that could be used as a reference for operation of the Project Management Office (PMO) at companies regardless of segment.

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Spelta, Andrea Giovanni. "Escritórios de projetos na área de tecnologia de informação: um modelo discriminante do contexto para a sua criação." reponame:Repositório Institucional do FGV, 2009. http://hdl.handle.net/10438/2588.

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Escritórios de Projetos (EP) são entidades organizacionais a quem são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica destes investimentos, a criação destas entidades começou a se intensificar na década de 90 fora do contexto das empresas orientadas a projetos. Muito embora grandes empresas tenham criado um EP em sua área de TI (EP-TI), outras optaram por não fazer isso, o que sugere a seguinte questão de pesquisa: quais são as condições organizacionais que justificam e que não justificam a criação de EP-TI ? O método de pesquisa usado para abordar esta questão consistiu em desenvolver e testar um modelo conceitual dos direcionadores da decisão de criação de EP-TI. O modelo foi desenvolvido indutivamente a partir dos motivadores para criar ou não criar EP relatados na literatura e encontrados em quatro estudos de casos de grandes empresas brasileiras, privadas, não orientadas a projetos. Este modelo foi então testado empiricamente aplicando-se análise discriminante a dados coletados em 40 grandes empresas brasileiras. Constatou-se que apenas dois dos quatro direcionadores previstos no modelo inicial são estatisticamente significantes, a saber, a satisfação com o controle do portfolio de projetos de TI e a opinião favorável da direção da empresa sobre EP em geral. O modelo reduzido, representado pela função discriminante, resultou estatisticamente significante, com uma taxa de acerto na classificação de novas observações bastante satisfatória. Este estudo contribui para o desenvolvimento da teoria de gerenciamento de projetos através do aumento da compreensão do contexto que leva as empresas o tomar a decisão de criar ou não criar um EP-TI. Para a prática, a regra derivada da função discriminante pode ser um elemento muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes.
Projects Management Offices (PMOs) are organizational entities charged with various responsibilities concerned with the management of the organization’s projects. Because of accelerated investment in information technology (IT) and the increased strategic importance of those investments, creation of such entities became more intense in the 1990s outside the context of project-oriented firms. Although some large companies did create PMOs in their IT areas (IT-PMO), others chose not to, which suggests the following research question: what are the organizational conditions that justify and do not justify the creation of IT-PMO? The research design used to address this question consisted in developing and testing a conceptual model of the drivers of the decision to create an IT-PMO. The model was inductively developed from incentives to create or not create PMOs as reported in the literature and found in four case studies with large privately-owned, non-project oriented Brazilian companies. This model was then tested empirically through the application of discriminant analysis to data collected from 40 large Brazilian companies. It was found that only two among the four drivers present in the initial model are statiscally significant, namely the satisfaction with IT project portfolio control and the management’s favorable opinion on PMOs. The reduced model, represented by the the discriminant function, resulted statiscally significant, with a very satisfactory rate of correct classifications of new observations. This study contributes to the development of project management theory by improving the understanding of the context that makes companies take the decision to create or not to create an IT-PMO. To practioners, the rule derived from the discriminant function may be a very helpful element for executives considering whether or not to create an IT-PMO at their companies, assisting them in making more effective decisions.

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Lowrance, Sheri. "PMO lite for not-for-profit organization." [Denver, Colo.] : Regis University, 2009. http://adr.coalliance.org/codr/fez/view/codr:147.

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Majer, Luděk. "Implementace Project Management Office." Master's thesis, Vysoké učení technické v Brně. Fakulta podnikatelská, 2014. http://www.nusl.cz/ntk/nusl-224686.

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The diploma thesis consist of an overal view of the issue of project management and project management office topics. Also its functions and its place in an organization structure. In the first part (the theoretical part) of this work is defined the term project management and project management office. Basic functions and models are described. Next part is contains the analysis of the current state of project management in this company. The aim of this thesis is to suggest each stage of implementation of the project management office and its functions.

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Malegová, Emília. "Implementation of Project Management office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-124934.

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The goal of my thesis is to describe Project management office, its functions; a structure and its place in an organization as well as assumptions for its right implementation in an orgnanization. A first and a second section of the thesis introduce project management and project management office as such. Basic functions and models are described. A third section deals with each stages of implementatation of the office with a particular focus on main analysis and documents. Trends in implementation of the office, main challenges and variables influencing project management office performance are described in fourth section. The informantion was assembled based on studies carried out in the last 7 years. The last section consists of research, analysis and documentation for the first stage of implementation process designed for a specific organization which is the main outcome of the thesis.

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Benjamin, Nuhaah. "An investigation into the efficiency & effectiveness of Project Management Offices(PMOs)." Master's thesis, University of Cape Town, 2014. http://hdl.handle.net/11427/13063.

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Includes bibliographical references.
PMOs are complex organisational-specific entities. Companies are increasingly establishing PMOs in search of more favourable outcomes for their projects. However, these PMO organisational structures are rarely found to survive and are often disbanded or transformed every few years. The PMOs implemented in the public sector are faced with the task of justifying their value to business over time. These PMOs function in particularly stressful environments as they run complex projects that are driven by politics. The public sector provides a unique context in that organisational transformation is likely to occur every few years with the election of a new political cabinet. The notion of a PMO is a relatively new phenomenon with limited research available at present. There are few practical and theoretical guidelines identified in the research literature. The public sector environment has received even lesser research despite offering a unique organisational structure that commonly undertakes large, complex and political-focussed projects. The purpose of this study is to seek a better understanding of the contribution made to public sector PMO value in terms of efficiency and effectiveness. An understanding of the efficiency and effectiveness factors involved can aid managers in identifying where to focus their efforts to ensure value-add of new services and products are achieved in the public sector. A mixed method research approach was employed to investigate the public sector PMO organisational environment case study, using interviews and a complementary survey. A model of the factors that contribute to the efficiency and effectiveness of a PMO was derived from the research literature. This was followed by an in-depth case study of a public sector PMO. The factors relevant to the case study were captured using interviews and then analysed using thematic analysis. The results were then compared to the model. The study revealed that most of the public sectors PMOs (77%) was found to be structured as virtual PMO offices with varying levels of capacity and authority. The results of the survey found that most of the PMOs focus in terms of efficiency was on productivity (60%), planning (20%), and proﬁt (20%). In terms of effectiveness, the foci were mainly on responsiveness (40%) and flexibility, adaption and innovation (60%). It was concluded that project management maturity could be significantly improved by focussing on the areas that were lacking for these PMOs, i.e. benchmarking, hiring external consultants with PM knowledge and linking with external consultants.

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Beset, Doğan Arda Günaydın Murat. "A model for assesing project management maturity level of architectural design offices (ARCH-PMM)/." [s.l.]: [s.n.], 2007. http://library.iyte.edu.tr/tezlerengelli/doktora/mimarlik/T000666.pdf.

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Barzenji, Swara, and Henrik Andersson. "Kunskap och lärande mellan projekt : Project Knowledge Management Office." Thesis, KTH, Industriell ekonomi och organisation (Inst.), 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-35443.

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I dagens kunskapsintensiva verksamheter finns det ett växande behov av att ta tillvara, sprida och skapa kunskap och lärande mellan projekt. Samtidigt har det blivit vanligare att verksamheten bedrivs i projektform, där arbetet sker i tidsgränsade projekt mot uppställda mål. Traditionellt sätt har projekt betraktats som engångsföreteelse som inte kommer att upprepas. Enligt den tanken finns ingen eller litet möjlighet till kunskapsspridning och lärande mellan projekten. Idag ses arbetet med kunskap och lärande mellan projekt som en möjlighet och även som en förutsättning för att verksamheten ska överleva på en alltmer konkurrensutsatt marknad. Detta konstaterande leder till uppsatsens syfte vilket är att beskriva kunskap och lärande mellan projekt och att emballera samt distribuera den vidare till framtida projekt. Empirin bygger på kvalitativa intervjuer hos sex projektverksamheter som utförts för att få en helhetsbild av verkligheten. Empirin tillsammans med teori och litteraturstudier är underlag till uppsatsens analys, där en funktion för kunskap och lärande mellan projekt diskuteras. I analysen beskrivs varför det behövs en funktion och hur den påverkar ledningen, projekten och verksamheten som helhet. Slutsatsen presenterar ett projektkontor som riktar sig mot kunskap och lärande mellan projekt för användning i medelstora projektverksamheter. Projektkontoret är en central opartisk enhet mellan projekt och ledning. Medarbetarna i projektkontoret medverkar vid projektens tollgates, beslutspunkterna under projektets livscykel samt utför en projektutvärdering vid projektets avslutning. Projektkontoret ska dokumentera information och kunskap som ska användas i andra pågående eller i framtida projekt. Uppsatsen avslutas med en diskussion om rekommendationer och implementering i en projektverksamhet samt författarnas reflektioner.
In today's knowledge-intensive companies, there is a growing need to utilize, disseminate and create knowledge and learning between projects. Meanwhile, it has become common for companies to work in project basis, where the work is done in projects with time limits and against objectives. Traditionally projects have been considered as one-off exercise that will not be repeated. With that reflection there is no or little opportunity for knowledge sharing and learning between projects. Today the knowledge and learning between project works as an opportunity and also as a prerequisite for companies to survive in an increasingly competitive market. This finding leads to the thesis purpose, which is to collect the knowledge and learning between projects and to distribute it to future projects. Empirical data based on qualitative interviews with six project companies was carried out to obtain a view of reality. The empirical data together with theory and literary studies is the basis for the thesis’s analysis, in which a function of knowledge and learning between projects are discussed. It describes the need of a function and how it affects management, projects and the company as whole. The conclusion presents a project office that is aimed to handle knowledge and learning between projects for use in medium-sized project companies. Project office should be a central impartial unit between project and management. Employees in the project office are involved in the projects' tollgates, the decision points during the projects’ life cycle and performing a project evaluation at the end of the project. The project office will document the information and knowledge to be used in other contemporary future projects. The thesis concludes with a discussion of recommendations and implementation of a project office and the writer’s reflections.

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Sokhanvar, Shahram. "Investigating the role of knowledge management at various maturity levels of project management office." Thesis, Queensland University of Technology, 2015. https://eprints.qut.edu.au/86529/1/Shahram_Sokhanvar_Thesis.pdf.

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This thesis is an exploratory study to scrutinise Project Knowledge Management in Project-Based Organisations, specifically in the Project Management Office (PMO). It is the first attempt to investigate the maturity of Project Management, from a Knowledge Management perspective. The findings of this study address multiple Knowledge Management processes and practices to both assess the level of Knowledge Management Maturity in PMOs, and improve the capability of Project Knowledge Management in Project-based Organisations. This research significantly contributes to bridge the current gap in the existing Project Management Maturity Models.

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Andrén, Sebastian, and Mohamad Sahyouni. "Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study." Thesis, Blekinge Tekniska Högskola, Institutionen för industriell ekonomi, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-18487.

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Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.

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Gajic, Duska, and Renata Riboni. "Effective Knowledge Management Processes and Tools in Project Environments : A case of Dell Computers EMEA, Business Operations PMO." Thesis, Umeå University, Umeå School of Business, 2010. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-30885.

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Organizations know-how and experience are great sources of valuable knowledge. Theabstract characteristics of knowledge help organizations to build core competencies, howeverit is often not sufficiently exploited. The importance of knowledge to the overall organizationis also seen in projects which are considered as temporary organizations. If knowledge isproperly managed organizations may benefit in terms of decreasing repeated mistakes andcreating new opportunities. However, new types of organizing in projects together with anincreasing trend of geographical dispersion of workers increase the complexity of sharing andmanaging knowledge. Therefore, the focus of this study is to identify the processes and toolsthat facilitate knowledge management in the challenging environment of projects.The theoretical framework of this study presents the characteristics of knowledge and theimplications of the new forms of organizing in terms of the complexities of managingknowledge in this context. The study also approaches the specific characteristics of projectsand the challenges of knowledge management. The requirements for managing knowledgesuccessfully and knowledge management processes suggested by the authors in the field arealso highlighted. Additionally, the researchers present a conceptual model for knowledgemanagement in projects derived from the theoretical background which serves as a startingpoint for the empirical research.This is a qualitative study that follows an Interpretivist research philosophy with a mixture ofdeductive and inductive approach. This is a case study of Dell Computers that was developedthrough semi-structured interviews with project managers from the project managementoffice (PMO) of the Business Operations department dedicated to large enterprises and publicsector in the EMEA region. The data collected was analyzed using a qualitative approach ofdata display and analysis.The findings of the study validated the basic elements of the conceptual model for knowledgemanagement in project environments previously suggested by the researchers. However theyalso suggested that the early conceptual model did not illustrate the complexity of knowledgemanagement in projects in real life. The main findings are concerned with the different levelsin which knowledge may be managed in project environments, the close relationship amongstthe enablers and the ownership of knowledge management processes. In order to addressthose findings a new conceptual model derived from the theoretical background and theempirical research is developed.

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Bettin, Aleteia Xavier. "O impacto de um PMO no processo produtivo de um departamento de TI." [s.n.], 2010. http://repositorio.unicamp.br/jspui/handle/REPOSIP/265252.

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Orientador: Íris Bento da Silva
Dissertação (mestrado) - Universidade Estadual de Campinas, Faculdade de Engenharia Mecânica
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Resumo: A busca por padronização e melhorias dos processos produtivos se acentua em períodos marcados por uma crise econômica mundial. Procurar alternativas com o intuito de se manter presente e competitivo, frente às novas exigências do mercado, foi a reação de um instituto de pesquisas, atuante no ramo de TI. Este cenário desencadeou a motivação para realização do trabalho descrito nesta dissertação. Este instituto foi escolhido para um estudo de caso, que tem como objetivo observar se houve uma elevação dos índices de conformidade ao processo de gestão de projetos, com foco no departamento de hardware, que se avaliou ser decorrente da implantação de um Escritório de Gerenciamento de Projetos (PMO). As ações realizadas para estruturação desse PMO, após serem observadas, estão documentadas ao longo desta dissertação, assim como a correlação dos dados sobre aderência ao processo de dois anos de projetos realizados nesta instituição, comprovando o impacto da atuação do PMO no desempenho dos projetos do departamento foco da análise
Abstract: The search for standardization and improvements for productive processes gets sharp during periods that are marked by a global economic crisis. To look for alternatives aiming at staying present and competitive, considering new market requirements, was the reaction of a research and development institute that works with Information Technology. This scenario triggered the motivation to perform the effort described in this thesis. This institution was chosen for a case study that aims at observing if there was an increase of compliance rates to the project management process, with the focus on the hardware department. The compliance increase was determined being the installation consequence of a Project Management Office (PMO). The performed actions for the PMO structuring, after being observed, are documented in this document, as well as the correlation of process compliance data from a two year period of developed projects in this institution, proving the impact of the PMO performance on the projects outcomes of the target department
Mestrado
Materiais e Processos de Fabricação
Mestre em Engenharia Mecânica

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Matouzko, Yuriy. "Efficient Construction Logistics, A case study of an Office Block Project." Thesis, KTH, Fastigheter och byggande, 2015. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-170649.

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Wang, Chia-Chi. "Online solicitation management system for the Office of Technology Transfer and Commercialization." CSUSB ScholarWorks, 2005. https://scholarworks.lib.csusb.edu/etd-project/2950.

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The Online Solicitation Management System (OSMS) is a web-based system designed for California State University, San Bernardino's Office of Technology Transfer and Commercialization (OTTC) to run grant proposal solicitations more efficiently. The system accepts grant proposals, finds the best matched evaluators, calculates evaluation scores, and generated reports. Users in the system are divided into five (5) different roles: system administrator, program officer, staff, evaluator and applicant.

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Rossi, Manuela. "Business process reengineering e project management: La creazione del sistema di gestione dei progetti in ICS Italia - Aspiag Service S.R.L." Master's thesis, Alma Mater Studiorum - Università di Bologna, 2014. http://amslaurea.unibo.it/6786/.

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L’obiettivo dell’elaborato è mostrare come, partendo da una robusta base teorica nelle discipline del Project Management e del Business Process Reengineering, sia possibile ridefinire un sistema di gestione dei progetti (a livello singolo e di aggregato) e sviluppare, presso il personale coinvolto, le competenze necessarie a sostenere autonomamente ed a migliorare il sistema così creato. La reingegnerizzazione della progettazione nell’azienda in esame si è sviluppata nell’arco di un quadriennio: nel 2010 è stata concretizzata la prima release dei processi di gestione del progetto singolo e dell’aggregato, nel 2011 è maturata la seconda release, mentre nel biennio 2012-2013 si sono “congelati” i risultati ottenuti e si è sviluppata l’autonomia dei Project Manager interni e del Project Management Office. Dall’analisi è emersa l’importanza di un solido approccio metodologico negli interventi di innovazione organizzativa.

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Dowdell, Linda P. "Postulation of project management office structures in reducing operational risk of financial institutions." Thesis, University of Phoenix, 2015. http://pqdtopen.proquest.com/#viewpdf?dispub=3691409.

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This exploratory case study used a qualitative research method and explored how Project Management Offices (PMOs) and associated governance groups, such as project management, program management, portfolio management, and risk management, play an important role and are viewed as a positive contributing factor in the successful management of projects. The study also explored the perceived reduction of operational risk that would help prevent the likelihood of financial market collapse reoccurrences, and the perceived importance and impact of operational management structures of financial institutions in contributing to the prevention of another banking collapse. The following themes emerged in the study: Operational risk, regulatory groups, characteristics of PMO structures, optimal PMO structures, PMO effectiveness, and maturity levels of PMOs. A postulation to integrate PMO structures and associated governance groups in the accords (frameworks) of the Basel Committee on Banking Supervision (BCBS) was proposed to help financial institutions reduce operational risks that affect consumers of financial services. A non-traditional survey-based case study was conducted with eight project management professionals with financial industry experience in the United States. The case study helped reveal that financial collapses were significantly related to the lack of PMO structures and integration of those structures into regulatory frameworks as mandates. This case study further found that to reduce the likelihood of another financial collapse, a change needs to be made to organizational structures by (a) implementing well-run PMOs and associated governance groups, and (b) integrating those structures into regulatory frameworks.

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Niemelä, A. (Atte). "The functions of a project management office in an IT infrastructure outsourcing context." Master's thesis, University of Oulu, 2014. http://urn.fi/URN:NBN:fi:oulu-201405281522.

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This thesis studies the structure of project management offices (PMO), the functions they usually contain and the ways that they can be organized. The study’s objective is to find out what kind of a project management office structure best supports the operations of an IT outsourcing and consulting services providing multinational company’s Nordic project delivery. The methodology chosen for this study is qualitative. The research tools are literature reviews and interviews conducted in the target organization. Based on the results of the reviews and interviews, an answer for the research questions has been composed, as well as a recommendation on the structure and tasks of the PMO in the target organization. The basis of this study is previous literature on the way of organizing PMOs, different PMO maturity models and on the functions that PMOs contain. The literature review has been applied to the composition of an interview questionnaire which was used for interviewing employees of the target organization. The most important result of this study, the recommendation on the structure and organization of the PMO, is therefore based on both earlier research as well as on new empirical research conducted only for the purposes of this study. The most important result of this study is a project management office model, which can be applied to IT consulting services offering project and services companies, if the internal processes of the companies are at a sufficiently formal level. The PMO should support project delivery by allocating project resources, by acting as a coordinator between parallel projects, by capturing and recording lessons learned from closed projects for later use in the organization and by developing the project management methodologies within its host organization. New research subjects for further study in the field of project management research have been identified as a result of the study. The results of the study will be used in the target organization for the re-organization of the PMO, where applicable. The results can be generalized for companies of the same type either in IT or other project business and utilized for internal development
Työssä tutkitaan projektinhallintatoimistojen (project management office, PMO) rakennetta, niiden yleisesti suorittamia tehtäviä sekä organisointitapoja. Tutkimuksessa pyritään selvittämään, millainen projektinhallintatoimiston malli soveltuu parhaiten tukemaan IT-ulkoistusta sekä -konsultointia tarjoavan monikansallisen yrityksen Pohjoismaiden projektitoimitusta. Tutkimuksessa käytetty tutkimusmenetelmä on laadullinen. Tutkimuksen välineinä on hyödynnetty kirjallisuuskatsausta sekä haastattelututkimusta kohdeyrityksessä. Saatujen tulosten perusteella on laadittu vastaus asetettuihin tutkimuskysymyksiin sekä suositus projektinhallintatoimiston organisointitavasta sekä projektinhallintatoimiston tehtävistä kohdeyrityksessä. Työssä on tutkittu aiempaa tutkimuskirjallisuutta projektinhallintatoimistojen organisointitapojen, maturiteettimallien sekä niiden suorittamien tehtävien osalta ja sovellettu kirjallisuuskatsauksen tuloksia empiirisen osion perustana olleen haastattelujen haastattelurungon valmisteluun. Työn tärkein lopputulos, esitetty suositus projektinhallintatoimiston organisointitavasta, perustuu näin ollen sekä aiempaan tutkimukseen että tätä työtä varten suoritettuun empiiriseen tutkimukseen. Työn tärkein tulos on yleinen projektinhallintatoimiston malli, joka soveltuu IT-konsultointipalveluja tarjoavaan projekti- ja palveluyritykseen jonka sisäiset prosessit ovat riittävän formalisoituja. Projektinhallintatoimiston tulisi tukea projektitoimitusta allokoimalla projektiresursseja, toimimalla koordinaattorina samaan aikaan suoritetuille projekteille, taltioimalla projekteista opitut asiat organisaation myöhempää käyttöä varten sekä vastaamalla projektinhallintametodologian kehityksestä. Työssä on myös tunnistettu uusia tutkimusaiheita projektinhallinnan tieteenalalla, joiden jatkotutkimus olisi suotavaa. Tutkimuksen tuloksia käytetään kohdeorganisaation projektinhallintatoimiston organisointiin soveltuvilta osin. Tulokset ovat yleistettävissä vastaaviin IT- tai muiden alojen projektiliiketoimintaa suorittaviin yrityksiin, ja niitä voidaan käyttää tukemaan yritysten sisäisten toimintamallien kehitystä

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Cabrejos, Álvarez Guillermo Arturo. "Diseño de una oficina de dirección de proyectos (PMO) para la línea de negocio de business process outsourcing (BPO) de una empresa de consultoría de proyectos." Master's thesis, Universidad Peruana de Ciencias Aplicadas (UPC), 2017. http://hdl.handle.net/10757/626063.

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El objetivo general de esta tesis es presentar una propuesta para el diseño de una Oficina de Dirección de Proyectos (PMO) para la División de Business Process Outsourcing (BPO) en una Empresa de Consultoría. La orientación inicial de la PMO será dar soporte a los diferentes tipos de proyectos de la BPO y de sus clientes. Se busca solucionar el problema de una dirección de proyectos ineficiente como base para el soporte de la aplicación eficiente y eficaz de la Metodología de Dirección de Proyectos que tiene la empresa. Para ello, utiliza las herramientas de gestión, define estándares y métricas, y gestiona el conocimiento de la Dirección de Proyectos. El desarrollo del equipo, el soporte de la planificación, la auditoría de proyectos y la recuperación de proyectos forman parte de esta propuesta de diseño que considera también las relaciones de los clientes, contratistas y proveedores. La tesis presenta seis capítulos. El primero describe la empresa, analiza el entorno y realiza un diagnóstico interno de la organización. El segundo presenta el marco teórico de los principales conceptos. El tercero analiza la situación actual, su misión, visión, valores y objetivos. El cuarto define el tipo de PMO recomendado en base a su situación, necesidades y expectativas. El quinto presenta la justificación y el análisis financiero de la propuesta de la PMO de la BPO. El sexto presenta las conclusiones y recomendaciones. Al finalizar esta tesis, se obtendrá una propuesta real del diseño de la PMO para la División de BPO.
The general objective of this thesis is to present a proposal for the design of a Project Management Office (PMO) for the Business Process Outsourcing Division (BPO) in a Consulting Company. The initial orientation of the PMO will be to support the different types of projects of the BPO and its clients. The aim is to solve the problem of an inefficient project management as a basis for the efficient and effective application of the Project Management Methodology that the company has. To do this, it uses the management tools, defines standards and metrics, and manages the knowledge of Project Management. Team development, planning support, project auditing and project recovery form part of this design proposal that also considers the relationships of customers, contractors and suppliers. The thesis presents six chapters. The first describes the company, analyzes the environment and performs diagnostic or internal organization. The second presents the theoretical framework of the main concepts. The third analyzes the current situation, mission, vision, values and goals. The fourth defines the type of PMO recommended based on their situation, needs and expectations. The fifth presents the justification and financial analysis of the BPO proposal of the BPO. The sixth presents the conclusions and recommendations. At the end of this thesis, a real proposal PMO design for the BPO Division will be obtained.
Trabajo de investigación

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Rykowski, Ronna Wynne. "Design of the IDO for the intelligent data object management system (IDOMS) project." Thesis, Kansas State University, 1986. http://hdl.handle.net/2097/9948.

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Arduino, Eduardo Gurgel do Amaral. "Vetor de sucesso: abordagem de um pmo no sistema eletrobras." Universidade Federal Fluminense, 2015. https://app.uff.br/riuff/handle/1/1900.

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Submitted by Marcia Silva (marcia@latec.uff.br) on 2016-07-15T20:54:28Z No. of bitstreams: 1 DISSERT EDUARDO GURGEL DO AMARAL ARDUINO.pdf: 2065093 bytes, checksum: cff22b2b72c45eeee85f4facfd01289c (MD5)
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O objeto do estudo foi elaborar uma modelo estrutural completo dos fatores que influenciam o sucesso da atuação do PMO e que benefícios essa atuação positiva traria para a gestão de projetos no Sistema Eletrobras e a partir disso, realizar um aperfeiçoamento do modelo estrutural por meio de métodos estatísticos. Para isso foi realizado uma pesquisa de campo (survey) no intuito de levantar dados junto aos profissionais envolvidos em Gestão de Projetos dentro do Sistema Eletrobras, a partir do modelo proposto e foram evidenciados os fatores de sucesso na atuação do PMO (Project Management Office) que possibilitam o escritório de gerenciamento de projetos tornar-se um vetor de gestão por excelência na empresa. Para alcançar o objetivo idealizado, realizou-se (a) Levantamento bibliográfico para conceituar gerenciamento de projetos e PMOs, (b) identificou-se os fatores que influenciam o sucesso de atuação do PMO, (c) identificou-se as abordagens teóricas dos fatores diretos que mais contribuem para que o PMO da Eletrobras possa atuar como um vetor de gestão por excelência, otimizando o aumento da eficiência da sua atuação e o sucesso na gestão de projetos. Averiguou-se quais abordagens teóricas, a partir do sucesso de atuação do PMO, traziam benefícios para a gestão de Projetos no Sistema Eletrobras. Assim, para realizar os trabalhos estatísticos para a avaliação de adequação do modelo, foi utilizado o software SPSS Statistics, para a execução da AFE (Análise Fatorial Exploratória), em busca de testar o modelo baseado na teoria previamente apresentada. Foram obtidas 116 respostas válidas preenchidas por colaboradores com envolvimento em gerenciamento de projetos no sistema Eletrobras. No início o modelo teórico era composto por vinte abordagens teóricas e três fatores independentes. Após as etapas do SEM, obteve-se dezessete abordagens e dois fatores independentes, diferentes do modelo proposto. Com isso, a hipóteses H1 e H2 não foram rejeitadas, pois apresentaram fator significante com (P < 0,05). A hipótese H3 teve que ser excluída, pois na AFE suas abordagens teóricas compuseram um único conjunto com a hipótese H2, visto que a Matriz da Variância Total Explicada demonstrou ser o modelo mais ajustado com somente dois fatores. Todas as análises foram validadas pelo alpha de cronbach.
The object of study was preparing a full structural model of the factors that influence the success of the PMO acting and that this positive performance would bring benefits for project management in the Eletrobras System and from this, carry out an improvement of the structural model through methods Statistical. For it was conducted a field survey (survey) in order to collect data with professionals involved in Project Management within the Eletrobras System, from the proposed model and were shown the success factors in the performance of the PMO (Project Management Office) which enable the project management office become a vector of management excellence by the company. To achieve the idealized goal, there was (a) Bibliographic survey to conceptualize project management and PMOs, (b) identified the factors that influence the PMO acting success, (c) identify the theoretical approaches of the factors direct that contribute most to the PMO Eletrobras can act as a vector management par excellence, optimizing the increased efficiency of its operations and success in project management. It was found that theoretical approaches, from the PMO acting success, bringing benefits to the Project management in the Eletrobras System. Thus, to perform statistical work for the evaluation of the adequacy of the model, SPSS Statistics software was used, for the implementation of EFA (Exploratory Factor Analysis), seeking to test the model based on the theory presented previously. 116 valid responses were obtained filled by employees with involvement in project management in the Eletrobras System. Earlier the theoretical model was composed of twenty theoretical approaches and three independent factors. After the stages of SEM, seventeen approaches was obtained and two independent factors, other than this model. With this, the H1 and H2 hypotheses were not rejected because they presented with significant factor (P <0.05). The hypothesis H3 had to be excluded, as their theoretical approaches the AFE comprised a single set with the hypothesis H2, whereas Matrix Total Variance Explained proved to be the most adjusted model with only two factors. All analyzes were validated by Cronbach's alpha.

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Al-Rugaib, Thamer A. "Project information, office automation, and quality in building production process in Saudi Arabia." Thesis, Cardiff University, 1996. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.364258.

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Bieliková, Mária. "Využití best practice a lessons learned při zpracování typového projektu Flexi Office." Master's thesis, Vysoká škola ekonomická v Praze, 2012. http://www.nusl.cz/ntk/nusl-162626.

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The aim of the master's thesis "Making use of best practice and lessons learned while processing the standard project Flexi Office" is to streamline project management in the selected company by analysing the errors and positives from completed project and processing the standard project for Flexi Office. Theoretical and methodological part describes the project management aspects, methods of planning and project evaluation. The practical part describes the characteristics of the examined company, reference project Flexi Office, processing evaluation of the project under which were stated lessons learned and best practice for the project, and using which are suggested some ways to improve project management in the selected company.

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Langdon, Neville (Neville Derrick). "Demonstrating the value of implementing an enterprise programme office (EPO) : a South African study." Thesis, Stellenbosch : Stellenbosch University, 2005. http://hdl.handle.net/10019.1/50312.

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Thesis (MBA)--Stellenbosch University, 2005.
ENGLISH ABSTRACT: This mini study project reviews the experiences of implementing an Enterprise Programme Office (EPD). The reason for the implementation, as well as the alignment of the structure and role of the EPD is reviewed in a literature research as well as an empirical study of eight large listed South African companies. The study attempts to establish whether the value of the EPO exceeds the cost of the EPD and whether the type of EPD implemented impacts on the success of the initiative. Strong . executive support and a formalised change management prógramme are highlighted as important prerequisites for success. An approach to measure the success of the implementation is discussed as part ofthe literature research. The implementation of an EPD is not simple. Understanding this at the conceptual stage will ensure that the business will not underestimate the size, complexity and impact on the business. If this is acknowledged, inclusion of a formal change management process will be readily supported and the level of budget and skills allocated is more likely to be appropriate. The strong correlation between EPD effectiveness and the success of individual projects or projects within a programme, as established in the KPMG Project Management Survey (2002:3) indicates a strong business case for building an effective EPD. The mini study project is able to confirm that the value of having an EPD does exceed the cost of implementing and running the EPD, within the confines of this study. The implementation of an effective EPD provides the business with a vehicle to implement their key initiatives, using a formal process that significantly reduces the risk of failure.
AFRIKAANSE OPSOMMING: Hierdie mini-studieprojek neem die resultate van die implementering van 'n Ondernemingsprojek-kantoor (OPK) in oënskou. Die rede vir die implementering, asook die posisionering van die struktuur en rol van die OPK word ondersoek by wyse van 'n literatuurstudie, sowel as 'n empiriese studie van agt groot gelyste Suid- Afrikaanse maatskappye. Die studie poog om te bepaal of die waarde van die OPK die koste van die OPK oortref en of die tipe OPK wat geïmplementeer word die sukses van die inisiatief beïnvloed. Die volgehoue ondersteuning van die uitvoerende bestuur sowel as 'n formele veranderingsbestuursprogram word vooropgestel as belangrike voorvereistes vir sukses. 'n Benadering wat die sukses van die implementering meet, word as deel van die literatuurstudie bespreek. Die implementering van 'n OPK is nie so eenvoudig nie. Dis belangrik dat dit reeds tydens die koseptualiseringsfase in gedagte gehou word ten einde te verseker dat die omvang, kompleksiteit en impak op die besigheid nie onderskat word nie. Indien dit aanvaar word, sal die insluiting van 'n formele veranderingsbestuursproses geredelik ondersteun word en die standaard van begroting en vaardighede wat toegewys word, neig om meer gepas te wees. Die sterk onderlinge afhanklikheid tussen die effektiwiteit van die OPK en die sukses van individuele projekte binne 'n program, soos vasgestel is met die KPMG Projekbestuur Ondersoek (2002:3), dui op 'n sterk besigheidsaak ten gunste van die daarstelling van 'n effektiewe OPK. Die mini-studieprojek kan, binne die beperkinge van die studie, bevestig dat die waarde van die vestiging van 'n OPK, die koste van implementering en bestuur van die OPK oortref. Die implementering van 'n effektiewe OPK voorsien besigheid van 'n medium om hulle sleutel inisiatiewe te implementeer deur gebruik te maak van 'n formele proses wat die risiko van mislukking aansienlik verminder.

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Treshansky, David M. "Assessing the program health and customer satisfaction of a project management office : an automated solution /." Thesis, Monterey, Calif. : Springfield, Va. : Naval Postgraduate School ; Available from National Technical Information Service, 1995. http://handle.dtic.mil/100.2/ADA305745.

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Sargent, Walter H. "Strategies to Improve Project Management Maturity Processes." ScholarWorks, 2016. https://scholarworks.waldenu.edu/dissertations/3003.

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Information technology organizations lose significant competitive value when business leaders fail to use project management maturity (PMM) processes that enhance market delivery, reduce costs, and increase profitability. Using a multiple-case study, the researcher explored strategies that project leaders have used to improve PMM processes and expanded upon Kerzner's PMM model, which comprises 5 PMM levels essential for achieving repeatable project success. The researcher selected 20 project leader participants in the Southeastern region of the United States using a purposeful snowball sampling technique. In depth interviews were combined with archival and document exploration using a multiple-case study design where different types of project offices were cross compared as the unit of analysis including governmental, corporate, nonprofit, and not-for-profit organizations. Thematic analysis and cross-case analysis revealed 6 major strategies to improve PMM processes: project leader development, customer focus, standard methodology development, interactive communication, establishing a project office organizational structure, and practicing continuous process improvement. The implications for positive social change include the potential to provide small businesses and marginally-resourced organizations, such as churches and charitable organizations, with a beneficial value that contributes to positive economic activity in the local communities they support. The results are important because they extend constrained resources and organizational buying power for deliverables required by the recipient of the altruistic act.

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Whitson, Donna Marie. "Report on a MTSC Internship at the Warren County Engineer's Office." Miami University / OhioLINK, 2013. http://rave.ohiolink.edu/etdc/view?acc_num=miami1387252453.

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Lachowski, Irina Bullara Martins. "Escritório de gerenciamento de projetos: um estudo sobre os benefícios e os fatores limitantes de sua implantação." Universidade de São Paulo, 2016. http://www.teses.usp.br/teses/disponiveis/12/12142/tde-20122016-162833/.

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A presente dissertação tem por finalidade analisar o tema de gerenciamento de projetos, tão relevante para a execução da estratégia empresarial. A coerência entre projetos e estratégia é de suma importância para a manutenção das vantagens competitivas de uma organização. Por meio de uma experiência prática, objeto do Mestrado Profissional, essa dissertação descreve a implantação de um Escritório de Gerenciamento de Projetos (EGP) que objetivou manter a coerência entre estratégia e os projetos em andamento em uma empresa de educação. A metodologia utilizada foi uma pesquisa exploratória descritiva de abordagem qualitativa, desenvolvida a partir de uma pesquisa-ação. A pesquisa-ação permitiu a verificação, após dois anos desta implantação, dos principais benefícios e fatores limitantes do EGP. Os principais resultados foram (i) a descrição de um passo a passo para a implantação de um Escritório de Gerenciamento de Projetos, em consonância com os preceitos teóricos e com a prática vivenciada, dando ênfase aos seus fatores de sucesso e (ii) a verificação dos principais benefícios e fatores limitantes para a organização, que podem ser elencados em níveis estratégicos, organizacionais e operacionais. A conclusão é que o EGP foi benéfico para a empresa, uma vez que alinhou a estratégia aos projetos em execução, garantiu a gestão e o acompanhamento de prioridades tanto para a Alta Administração quanto para os demais níveis da empresa, favoreceu a implantação de uma cultura projetizada e auxiliou na evolução do modelo de gestão da empresa
This dissertation aims to analyze the project management topic as relevant to the execution of business strategy. Consistency between projects and strategy is paramount to maintaining the competitive advantages of an organization. Through practical experience, Professional Master object, this thesis describes the implementation of a Project Management Office (PMO) aimed to maintain consistency between strategy and ongoing projects in an education company. The methodology used was a descriptive exploratory study of qualitative approach, and its method an action research. The action research allowed to check, after two years of this implementation, the main benefits and the limiting factors of PMO. The main results were: (i) the description of a step by step to the implementation of a Project Management Office, in line with the theoretical principles and the experienced practice with emphasis on their success factors and (ii) the verification of the main benefits and limiting factors for the organization, which can be listed in strategic, organizational and operational levels. The conclusion is that the PMO was beneficial to the company, since it has aligned strategy to projects running, secured the management and monitoring of priorities for both the senior management and to the other levels of the company, favored the establishment of a projected culture and helped in the evolution of the company\'s management model

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Martin, Michael Ronald Charles. "Establishing the benefits of implementing an I.T. project management office in the Nelson Mandela Metropolitan area." Thesis, Nelson Mandela Metropolitan University, 2007. http://hdl.handle.net/10948/558.

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The well-known concept of a Project Manager managing an I.T. project in relative isolation is no longer a viable option for organisations that are running numerous projects simultaneously. Due to the enormous costs and risks involved in many of these projects, there needs to be a means to ensure success. This has led to the establishment of the concept of a Project Management Office (PMO). An autonomous business unit that is responsible for managing all projects within an organisation. The need for a Project Management Office (PMO) to effectively manage multiple projects is becoming more and more accepted worldwide. The benefits of a PMO are well documented, but whether these benefits will apply to organisations within the NMM area needed to be investigated. A detailed analysis of the benefits of Project Management and in particular a PMO, have been investigated by means of a literature study. An investigation into the effectiveness of PMO’s in South Africa in general, was conducted by means of a survey targeted at a group of I.T. Project Managers located in all the major centres. A further survey was conducted among local I.T. managers to determine their current level of success and their expectations for the future. When reviewing the expectations of local I.T. management against the performance of Project Managers that are currently operating within PMOs, it is clear that organisations within the NMM area are in need of PMO’s and would certainly benefit from their establishment.

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Yue, Xiaofeng, and Pei Liang. "Workspace Optimization for Human Resource Management in Project-Based Organizations from a Managerial Perspective." Thesis, Linköpings universitet, Företagsekonomi, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:liu:diva-71159.

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The importance of office physical layout has never been studied by scholars andentrepreneurs from the perspective of managing human resources in project-basedorganizations (PBOs) from a managerial perspective. This paper believes that officephysical layout has great influence on organizations’ working efficiency in PBOs. Withthe increase of PBOs, it requires a new context for human resource management (HRM).The paper mainly focuses on the impact of office physical layout on communication andinnovation in PBOs. In the literature review part, the paper collects together relevantresearches, experiments, and theoretical studies on physical layout, PBOs,communication and innovation, and finds out the gaps between the empirical situationsand current theoretical studies. Moreover, the relations between office physical layout,communications, innovation and organizational competitive advantage will be explored.The discussions and analysis are based on the premise that if people can maximize theopportunity of communication in PBOs through office physical layout, the possibility ofknowledge transfer and knowledge integration, creativity and innovation will also belargely improved. To testify this premise, we spent five months research time andfocused on four companies in Sweden and took interviews with their senior managers.The paper also does comparisons with the office physical layout in PBOs and in otherorganizations to find out whether organization’s natures will influence its working waysand their office physical layout. The implications of the work for both future researchand practice are taken into our considerations. The result of this research shows officephysical layout indeed has great impact on employees’ communication, innovation andworking efficiency. However, different organizations should take into their empiricalconditions into consideration when designing their office physical layout.

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Julião, Mariana Lopes. "Guidelines for scope of work in corporate office building design." Universidade de São Paulo, 2018. http://www.teses.usp.br/teses/disponiveis/3/3153/tde-01032019-151600/.

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Project process\' hindrances over office architectural design production are common at civil construction sector, implying on schedule loss, reworks and higher costs. Many academic literature approaches to that hindrance resulted from failure in project process. Predominantly failures concern translating customer needs and expectations into design conditions. This research objectives to propose scope of work guidelines, securing customer satisfaction and avoiding unforeseen additional costs, reworks, schedule and project benefit loss. Additionally, for each guideline proposed, it is suggested an accountable for it (project manager, architect or client). The adopted methodology was the research and analysis of project methodologies from academic literatures, contenting responsibilities definitions and design criteria that should be considered on the approved scope of work. Furthermore, the creation and implementation of an interview plan with one Brazilian high concept corporative architecture firm and its three clients, in a way that it is possible to measure client\'s point of view over contracted project process. Results from the interviews identified scope definition and project process planning hindrances. Then, in comparison with academic literatures, main project and scope of work issues were identified and used as base to the scope of work development guidelines.
A produção de projetos de arquitetura e engenharia no setor de construção civil apresenta entraves em seus processos de projeto, que implicam em perda de prazo, aumento de custos de projeto e retrabalhos. Diversos autores abordam falhas na gestão do processo de projeto, principalmente na interpretação das necessidades dos clientes e na definição dos critérios que o projeto deve seguir, alguns não previstos no escopo de contratação entre a empresa de arquitetura e o cliente. Esta pesquisa propõe diretrizes para que as empresas de arquitetura possam, junto ao gerente de projetos dos clientes, definir um escopo de serviços em que retrabalho, custos adicionais, atrasos e a insatisfação do cliente com o processo sejam reduzidos ou evitados. Para cada diretriz, há também a definição de quem é o responsável por executá-la (se o arquiteto ou o cliente). A metodologia utilizada para obtenção desse objetivo foi o levantamento e revisão de bibliografia sobre metodologias de projeto e de contratos de projetos, que auxiliem na definição de responsabilidades, atividades e critérios de projeto. Em acréscimo, foi formulado um roteiro de entrevista e eleita uma empresa de arquitetura corporativa com experiência de mercado no Brasil, assim como três clientes da mesma, de forma a mapear o ponto de vista do cliente sobre o processo empregado pela contratada. Com os resultados das entrevistas, fez-se uma análise comparativa entre os métodos de projeto empregados pela empresa de arquitetura e o encontrado em bibliografia, identificando os principais entraves no desenvolvimento e definição do escopo de serviços. Por fim, tais resultados foram utilizados como base para propor diretrizes para que o escopo de serviços entre arquitetos e clientes prevejam revisões de projeto, traduzam efetivamente as necessidades do cliente e atendam prazos e custos esperados.

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BURMAN, LINDA, and NADIA DADOUN. "Managing Dependencies and Uncertainties in Multi-Project Organizations Using Management Control Systems : A Case Study at Saab Combat Systems." Thesis, KTH, Industriell Management, 2016. http://urn.kb.se/resolve?urn=urn:nbn:se:kth:diva-191292.

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Detta Examensarbete utfördes som en fallstudie Saab Combat Systems, som är och undersöker utmaningar i form av beroenden och osäkerheter som uppstår i Multiprojekt-Organisationer. Dessa utmaningar verkar orsaka konflikter och tvetydigheter i Multiprojekt-Organisationer gällande exempelvis, kommunikation, resursallokering, produktutveckling samt maktstrukturer mellan olika roller (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010). Detta Examensarbete behandlar dessa utmaningar genom att undersöka och besvara följande forskningsfrågor: Vilka utmaningar i form av beroenden och osäkerheter existerar på Saab Combat Systems? Hur kan dessa utmaningar hanteras? Våra resultat visar att tre olika typer av beroenden uppstår i Multiprojekt-Organisationer som utvecklar komplexa produkter och system; organisatoriska beroenden, tekniska beroenden och resursberoenden. Dessa tre beroenden verkar påverka varandra och resultera i osäkerheter när flera projekt hanteras samtidigt. Dessutom ökar nivån av osäkerhet i projekt på grund av osäkerheter i relation till maktstrukturer samt utveckling av komplexa produkter och system. De tre identifierade beroende inkluderar projektosäkerheter samt projektberoenden. Vi har valt ut tre stycken olika typer av Management Control Systems; Projektkontor, Projektportföljhantering samt Programhantering och drar slutsatsen att de kan användas för att hantera de tre identifierade beroendena Multiprojekt-Organisationer. Vi har dock upptäckt att dessa Management Control Systems har både fördelar och nackdelar gällande hantering av de tre olika typer av beroenden. Alla identifierade beroenden och osäkerheter kan följaktligen hanteras genom att kombinera olika Management Control Systems. Dessutom har vi kompletterat en redan utvecklad modell av Dahlgren & Söderlund (2010) genom att kartlägga de tre beroendena, som tar hänsyn till projektosäkerheter och projektberoenden, samt vilken typ av Management Control Systems som är mest lämplig för att hantera dessa beroenden.
This Master Thesis was conducted as a case study at Saab Combat Systems investigating challenges in form of dependencies and uncertainties that emerge in Multi-Project Organizations. These challenges seem to cause conflicts and ambiguity in Multi-Project Organizations regarding for instance; communication, human resources allocation, product development and power structures between different roles (Engwall & Jerbant, 2003; Dahlgren & Söderlund, 2010). Thereby, this Master Thesis addresses these challenges by investigating and answering the following research questions: What challenges in form of dependencies and uncertainties exist at Saab Combat Systems? How can these challenges be addressed? Our Results display that three different types of dependencies exists in Multi-Project Organizations developing Complex Products and Systems; organizational dependencies, technical dependencies and resources dependencies. These three dependencies seem to be connected, and therefore result in uncertainties when managing multiple projects. Additionally, uncertainties in relation to the power structure as well as development of Complex Products and Systems tend to increase the level of project uncertainty. The three identified dependencies include both project uncertainties and project dependencies. We have chosen three different Management Control Systems; Project Management Office, Project Portfolio Management and Programme Management and conclude that they can be utilized in order to address the three identified dependencies in Multi-Project Organizations. However, we have found that these Management Control Systems have benefits as well as shortcomings when addressing different types of dependencies. Consequently, by combining them, all of the identified dependencies and uncertainties can be addressed. Furthermore, we have complemented an already developed model by Dahlgren & Söderlund (2010) by mapping the three identified dependencies, which consider project uncertainties and project dependencies, as well as which Management Control System is most appropriate when addressing these three dependencies.

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Dissertations / Theses on the topic 'Project management office (PMO)'

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