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1
Carden, Lila Lenora, and Carol Brace. "Project Management Office (PMO)." International Journal of Information Technology Project Management 13, no. 1 (January 2022): 1–13. http://dx.doi.org/10.4018/ijitpm.290419.
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A Project Management Office (PMO) is one entity that can be used to deliver products and services to internal and external customers by using projects and project management tools and techniques. This study aims to provide an account of how to use a project to make recommendations about how to implement a Project Management Office (PMO). A case study example is used to demonstrate how an IT international company used the OPM3 (Organizational Project Management Maturity Model) approach to: (a) acquire knowledge; (b) perform assessment; and (c) managing improvements. The authors include a discussion about specific PMO implementation steps as compared to the challenges from previous implementations and thoughts about how the PMO after implementation provides value to the organization as well as value to the project human resources. Finally, the authors conclude the paper with thoughts related to the contributions of this study and the associated limitations and applicability to other implementations.
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Vukadinović, Danko, and Robert Fabac. "Project Management in Digital Disruption: Emergence of Digital Project Management Office." ENTRENOVA - ENTerprise REsearch InNOVAtion 8, no. 1 (November 10, 2022): 310–28. http://dx.doi.org/10.54820/entrenova-2022-0027.
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This review paper has been prepared to provide an overview of multidisciplinary research that combines recent findings in the fields that support digital transformation development. The potential impact of digital technologies on organizational performance is the leverage that enables changes in common elements of organizational design; such are strategy, structure, processes, or workforce. According to reports by various authors, choosing an approach to digital transformation potentially includes an emphasis on strategy, processes, a structural approach, a project approach, and other performances. Such transformation is often performed through a portfolio of interrelated projects that change the organization. Most contemporary organizations establish a project management office (PMO) as an organizational entity responsible for implementing digital transformation initiatives. In this article, PMO is highlighted as an element of organizational design that promises success in meeting the demands of digital transformation initiatives, such as digital agility or innovation project management, by introducing new digital competencies into its professional domains. Such extensions of PMO domain expertise may lead to the transformation of “traditional” PMOs into digital PMOs. The paper analyses the cases of application of structural elements of digital PMO and their characteristics in three Croatian companies.
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Lacruz, Adonai, and Everton Cunha. "Project management office in non-governmental organizations: an ex post facto study." Revista de Gestão 25, no. 2 (April 16, 2018): 212–27. http://dx.doi.org/10.1108/rege-03-2018-033.
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Purpose The purpose of this paper is to explore the influence of project management offices (PMO) in non-governmental organizations (NGOs), in fundraising linked to projects, under the theoretical lens of the resource-based view. Design/methodology/approach Through a longitudinal analysis ex post facto study in a non-profit civil association, the authors examined by Mann-Whitney’s U tests the results before (2003-2008) and after (2009-2014) PMO implementation, to check if the office moderated the relationship between project management and fundraising for projects. Findings Mann-Whitney’s U tests showed that PMO had, in those periods, a statistically significant influence in increasing the number of projects and decreasing the mean value of their budgets (p-value<0.05). Originality/value Despite the wide range of studies on the contribution of PMOs to internal project management, there is a lack of empirical evidence on their moderation capacity, especially in NGOs. To fill this research gap, this study investigates the moderating role of PMO in NGOs, by examining their performance on fundraising processes, to contribute to a better understanding of potential PMO effects, particularly as a moderator of the relationship between project management and projects’ fundraising.
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Obradović, Vladimir. "PROJECT MANAGEMENT OFFICE IN THE PUBLIC SECTOR: A CONCEPTUAL ROADMAP." European Project Management Journal 12, no. 2 (2022): 63–70. http://dx.doi.org/10.56889/ghxu9566.
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Most public institutions nowadays use projects to implement their development activities. Based on in-depth literature review, this paper presents a conceptual model for establishing Project Management Office (PMO) in public sector. The paper analyses the role of PMO in successful project management, the value of PMO with the focus on the PMO in public sector, and presents a summary of theoretically proven and in practice validated project management methodologies, models and approaches. Based on systematic literature review and almost 20 years of working experience in the field, the main result of this paper is the nine-stage model for establishing of PMO in public sector. Finally, the paper emphasizes the necessity of dedicated time and resources, as well as a support of experts, training, infrastructure, government, and decision-makers.
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Otra-Aho, Ville Juhani, Jon Iden, and Jukka Hallikas. "The Impact of the Project Management Office Roles to Organizational Value Contribution." International Journal of Information Technology Project Management 10, no. 4 (October 2019): 79–99. http://dx.doi.org/10.4018/ijitpm.2019100103.
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Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.
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Fernandes, Gabriela, Hugo Sousa, Anabela Tereso, and David O’Sullivan. "Role of the Project Management Office in University Research Centres." Sustainability 13, no. 21 (November 7, 2021): 12284. http://dx.doi.org/10.3390/su132112284.
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University Research Centres (URCs) have become a primary organisational structure in universities for bringing together a critical mass of multidisciplinary research interests that can compete for large, funded research projects and create breakthrough research results. Some of the more successful URCs are now developing specialised project management offices (PMOs) that can coordinate key activities, from proposal development to project execution, and ensure that research results are disseminated. A key challenge for URCs is to define what roles, functions, and competencies such a PMO should have. This research identifies a number of key attributes of PMOs that meet the unique challenges of URCs. This paper presents an initial conceptualisation of roles and functions developed from a literature review and that are later tested via a detailed survey among 370 URC participants involved in collaborative R&D projects worldwide. The study suggests that there are three PMO maturity stages: ‘basic’, ‘intermediate’, and ‘advanced’. The resulting conceptualisation highlights six functions for a ‘basic’ PMO stage, an additional ten functions for an ‘intermediate’ PMO stage, and a further ten functions for ‘advanced’ PMO. The research presented provides guidance and decision support to URCs when selecting the role that a PMO should play for achieving tangible and intangible project benefits. Although the study suggests a lengthy list of functions, none of these should be considered in isolation. Most of the functions interact with each other and affect the PMOs’ impact within the URC in various ways. The paper contributes to the transformative and evolutionary nature of PMOs, and illustrates that universities are receptive and even demanding of the need to create an effective PMO to improve the operation of major R&D projects and programs and create greater societal impact by URCs.
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Arbabi, Hani, Mohammad-Javad Salehi-Taleshi, and Kian Ghods. "The role of project management office in developing knowledge management infrastructure." Engineering, Construction and Architectural Management 27, no. 10 (July 16, 2020): 3261–87. http://dx.doi.org/10.1108/ecam-11-2019-0600.
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PurposeKnowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.Design/methodology/approachA two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.FindingsThe results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.Originality/valueThis study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.
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Sasongko, Tonny Rizkya Nur, and Bambang Syairuddin. "PENGARUH PERAN PROJECT MANAGEMENT OFFICE (PMO) TERHADAP KINERJA PROYEK INFRASTRUKTUR KETENAGALISTIRKAN." BISMA 12, no. 3 (September 17, 2018): 392. http://dx.doi.org/10.19184/bisma.v12i3.9008.
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Abstract: Project Management Office (PMO) is a tool used to control the projectsconducted at PT. PLN. In general, the PMO factors in a project will have a positiveeffect on project performance. This study aims to determine the most influentialPMO factors in the implementation of PMO on the performance of the existingprojects in PT. PLN. The research population was 54 project coordinators andadministrative officers of the PMO system with the final sample consisted of 43respondents. Classification and interrelationship between roles will be analyzedusing factor analysis method. The results showed that the main factors influencingthe implementation of PMO on the performance of electricity infrastructure projectswere the factors of process, standard, methodology, human resource, and facility.Keywords: PMO, Project Performance, Electricity Infrastructure, Factor Analysis.Abstrak: Project Management Office (PMO) digunakan sebagai alat (tool) untukmengontrol proyek-proyek yang ada di PT PLN. Secara umum, faktor-faktor PMOpada suatu proyek akan berpengaruh positif terhadap kinerja proyek. Penelitian inibertujuan untuk menganalisis faktor - faktor PMO yang paling berpengaruh dalamimplementasi PMO terhadap kinerja proyek yang ada di PT PLN. Populasipenelitian adalah 54 koordinator proyek dan petugas administrasi sistem PMO,dengan sampel berjumlah 43 responden. Klasifikasi dan keterkaitan antar peranakan dianalisis dengan menggunakan metode analisis faktor. Hasil penelitianmenunjukkan bahwa faktor–faktor yang berpengaruh pada implementasi PMOterhadap kinerja proyek infrastruktur ketenagalistrikan adalah faktor proses,standar, metodologi, sumber daya manusia (SDM) dan sarana.Kata Kunci: PMO, Kinerja Proyek, Infrastruktur Ketenagalistrikan, Analisis Faktor
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Nadae, Jeniffer De, and Marly Monteiro de Carvalho. "A knowledge management perspective of the project management office." Brazilian Journal of Operations & Production Management 14, no. 3 (September 6, 2017): 350. http://dx.doi.org/10.14488/bjopm.2017.v14.n3.a8.
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The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.
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Altaefi, Mohammed A. "Role of a Project Management Office (PMO) in improving Project Success Factor in Saudi Arabia: Case Study of ZATCA." International Journal of Advanced Engineering Research and Applications 7, no. 10 (December 2, 2022): 123–50. http://dx.doi.org/10.46593/ijaera.2022.v07i10.001.
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Abstract: The demand for establishing a Project Management Office (PMO) will continue as many projects continue to delay or remain in the region of complicated and stalled projects. In Saudi Arabia, project failure is can be classified as severe pain for many businesses, even for the country's economy. There might be a shortage of research in the literature on project failure that emphasizes why projects fail or delay in Saudi organizations and the impact of implementing a PMO to manage projects. The main objectives of this empirical research in Saudi Arabia are to (i) conduct a literature review on the role of PMO and projects success criteria, (ii) identify the relationship between industrial engineering and the project management framework, (iii) critically evaluate if establishing a PMO will help achieving goals for project success. (iv) identifying when a project is successful, (v) evaluate the difference between the organizations that have established a PMO and other organizations that have not, (vi) identify the main obstacles for establishing PMOs in Saudi Arabia. A literature review on project failure and PMO establishment were performed. To prepare research questions and hypotheses, this study employed a multiphase mixed-method design with quantitative and qualitative methodologies to reach its research purposes. The data were collected through an online questionnaire for the critical incident technique study and then analyzed using thematic analysis and ANOVA using SPSS software. The main findings of the research show that most response that the project characteristics and performance within the organization, such as schedule, budget, and end-product, are essential for project success; in addition, the statistics showed the most important reasons for project failure. Furthermore, the study statistics showed that the primary motivation for starting a PMO is as follows a) Implement and follow standard practices, b) decrease the rate of and c) Assess project risks at early stages of the project lifecycle. Practitioner of project management view on PMO roles centered on the stalled project how it will develop and maintain project management standers and Provide project management consultations. Interestingly, the study also revealed that the lack of understanding of PMO value to the organization and Resistance to change are the main obstacles to establishing a PMO office. Overall, there was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Obstacles of establishing PMO). There was a statistically significant relationship between project characteristics and PMO’s effectiveness according to (Reasons of Projects failure).
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Zare Khafri, Abozar, Abbas Sheikh Aboumasoudi, and Shakiba Khademolqorani. "Prioritizing Multi-Interwoven Factors in the Project Management Office Using Delphi and Fuzzy DEMATEL." Journal of Mathematics 2022 (May 10, 2022): 1–12. http://dx.doi.org/10.1155/2022/6482419.
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This study aims to evaluate the cause-and-effect relationships of potential PMO functions at project-oriented organizations. In this research, the Delphi technique was first employed to identify the potential PMO functions, and DEMATEL technique was conducted to evaluate the cause-and-effect relationships. According to the research findings, structure determination and project organization were the most effective PMO functions, whereas counseling and training through PMO was identified as the most important function. Moreover, participation in project implementation through PMO was the most affected function. To improve the PMO performance, project-oriented organizations can focus on effective functions and causes in order to modify and improve them.
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Firas Kh. Jaber, Assis Prof Dr, and Assis Prof Dr Faiq M. S. Al-Zwainy. "Development of an Analytical Software for Communication management in Project Management Offices." International Journal of Engineering & Technology 7, no. 4.37 (December 13, 2018): 98. http://dx.doi.org/10.14419/ijet.v7i4.37.23624.
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This study deals with the problem of communication management system in Project Management Office (PMO) in Iraqi construction sectors. The main objective of this study was to estimate and develop the Communication Management System (CMS). Methodology: Visual basic language has been used to build analytical software which is (Communication Management Software). This software displays the overall information in every single project management office followed by the evaluation of the actuality of communication methods with two arithmetic equations so that estimate the effectiveness and barriers of Communication Management System. Statistical Package for the Social Sciences, SPSS vr.23.0 was used for Data analysis and determining the equations to calculate the efficiency and barriers of PMO; Developed Computer Software: Based on the data analysis results, it will provide computer software to calculate the efficiency and barriers of PMO and validation and verification of computer software followed by the discussion of the results. CMS was weighed depending on a questionnaire of ten project management engineers in Iraqi construction zones. Results showed that 100% stated to the simple usage of the software, and 75% of the research sample proven that the software discussed three matters which are cost, time, and performance. The result expressed that the half of the studied sample proved the CMS accuracy to valuation certainty of CMS. The 55% of the resulting sample expressed is very good software for both increasing the performance in the middle of the members of the Project Management Office. Evaluation of the proposed software indicated that it is effective in communication management in Project Management Office (PMO).
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Darling, Eric John, and Stephen Jonathan Whitty. "The Project Management Office: it’s just not what it used to be." International Journal of Managing Projects in Business 9, no. 2 (April 4, 2016): 282–308. http://dx.doi.org/10.1108/ijmpb-08-2015-0083.
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Purpose – The Project Management Office (PMO) phenomenon is a dynamic and regularly evolving feature of the project landscape. The functions and practices expected of the PMO differ as widely as the industries and organisations, which host them. By uncovering the documented and undocumented history of the PMO and its practices the authors see how PMOs have developed to current times, how PMOs develop their ideas, how useful PMOs are, and what associated activities they partake in. The paper aims to discuss these issues. Design/methodology/approach – In this paper, the authors conduct an extensive literature review of the academic and non-academic literature. The first phase involved searching academic journals and published theses. The second, deep searches with Google Scholar and Books using a variety of parameters to capture the changing nomenclature of the PMO over many years. These searches discovered lost academic literature within university libraries, examples of very early essays on the project office and numerous government reports on PMO and project office undertakings. Findings – This research reveals how the form and use of the structure we now call the PMO has evolved and adapted over time. In recent history the PMO has evolved to be the central repository for tools and methodologies for this non-operational work. The PMO has become an asset, a commodity to be traded upon and a badge to be worn to attain certain privileges. Research limitations/implications – This research identifies a number of deficiencies in existing literature. Particularly highlighting that many practices, methods and PMO typologies exist, frequently their custodians tout these as “best practice”. Although some research has been conducted by academics on PMOs vast gaps exist in PMO literature. Practical implications – This research identifies a number of assumptions in practitioner literature and professional practice. Organisations both private and public are investing enormous resources in the pursuit of enhancing project management outcomes often turning to the PMO concept to resolve their problems. However there is limited evidence to suggest PMOs create a favourable return. If the authors were to use medicine as an example, prior to a scientific approach in medicine the field relied on potions and magic, however medicine changed to evidence-based practice this has lead to enhanced life prospects. An evolution in project management doctrine may enhance outcomes. Originality/value – This review of the PMO which possesses archaeological attributes in it’s historical context adds a rich understanding to organisational knowledge by considering the history of the PMO and the dramatic shifts in its purpose over a prolonged period of time. The discussion draws out the critical PMO topics to be addressed and includes a critique of practitioner and academic knowledge.
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Sandhu, Maqsood Ahmad, Tareq Zayed Al Ameri, and Kim Wikström. "Benchmarking the strategic roles of the project management office (PMO) when developing business ecosystems." Benchmarking: An International Journal 26, no. 2 (March 4, 2019): 452–69. http://dx.doi.org/10.1108/bij-03-2018-0058.
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PurposeProjects are an inherent part of implementing strategies. Still, the challenge is to connect a long-term strategy for larger ecosystem development to the individual projects being undertaken. The purpose of this paper is to test the ability of seven project management office (PMO) roles to achieve strategic planning in large society development public organisations in the United Arab Emirates (UAE).Design/methodology/approachThe questionnaire survey that was employed for data collected from 450 project members in 19 project-based public organisations having PMO unit had a response rate of 60 per cent. The received data analysed quantitatively by using multiple regression.FindingsThe survey data revealed that PMO enhanced the achievement of the strategic plan for better development of the business ecosystem. The analysis outputs, as expected, have indicated that 95 per cent of the targeted organisations established their own PMO for developing business ecosystem.Research limitations/implicationsDespite there are PMOs hosted by private organisations, the study is limited to the PMO within the context of the government and semi-government organisations in the UAE.Practical implicationsThese findings further utilised in developing the conceptual PMO model that would be flexible to be applied to similar project management methodology in various business settings, as well as pave the way for further scholarly investigations.Originality/valueThis work is both exploratory and causal study, which concentrates on investigating the effectiveness of seven proposed PMO roles (as independent variables) in carrying out the strategic plan (as the dependent variable) of the public-sector organisations in the UAE for the development of business ecosystem.
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Stroe, Ana, Marco R. Spruit, Bastiaan Beltman, and Steven Johannes Koelemeijer. "PMOMM." International Journal of Knowledge Society Research 7, no. 3 (July 2016): 47–61. http://dx.doi.org/10.4018/ijksr.2016070104.
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The Project Management Office (PMO) is a relatively new type of organizational unit, responsible for supervising internal projects. However, PMOs do not always create and deliver the necessary knowledge for the decisional process. This paper proposes a solution to this problem through the literature-based Project Management Office Maturity Model (PMOMM) that evaluates whether if PMO related processes are implemented and supported by technology. PMOMM consists of 30 main project management processes, organized into 7 capability areas. In order to assess the maturity level of a PMO, a maturity assessment questionnaire was developed. Then, 10 case studies were conducted in which the PMOs of the corresponding organizations were evaluated against PMOMM. The results of the analysis were tested for validity and confirmed by the case study respondents. PMOMM received positive feedback from these experts. stating that the PMOMM represents an easy, yet detailed checklist for organizations to determine the current situation of their PMO.
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Pilkaitė, Austeja, and Alfredas Chmieliauskas. "Changes in Public Sector Management: Establishment of Project Management Offices – A Comparative Case Study of Lithuania and Denmark." Public Policy and Administration 14, no. 2 (June 19, 2015): 291. http://dx.doi.org/10.13165/vpa-15-14-2-10.
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This paper analyses an attempt to initiate an organizational-administrative reform on the basis of experimental (pilot) project initiated by the Ministry of Economy in Lithuania which established a specialized unit – Project Management Office (PMO) – responsible for portfolio1 of programs and projects’ coordination at ministerial level. The paper shortly describes types of reforms and how they can be implemented, as well as the notion of portfolio, program and project management and organizational capability to manage them, as one of the attributes of organizational maturity in project management is an existence of PMO. This article focuses on the main features of PMO and describes two qualitative case studies. Lithuanian and Danish cases are provided and differences of PMOs are analysed. The cases provide insights that the transition to portfolio, program and project management might last for decades. Although the reform did not gain the acceleration in Lithuania, the trend toward project management embedment in the public sector in Europe is evidenced and more cases of the establishment of PMO are observed.
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Almatari, Ahmed, Ahmed Ghaithan, Awsan Mohammed, and Laith A. Hadidi. "Exploring the Influence of Project Management Offices in Project-Based Organizations in Saudi Arabia." International Journal of Information Technology Project Management 13, no. 1 (January 1, 2022): 1–19. http://dx.doi.org/10.4018/ijitpm.311430.
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This research investigates the impact of the project management office functions on project success in Saudi Arabia. A comprehensive literature review is conducted to study different project management functions and project success measures. The data collected on a validated list of 19 project management office functions and 14 project success measures obtained from the literature. The analyses have two parts, one to compare the project performance of organizations that have PMO to those who do not have, using excel sheets by averaging the responses for each measure. The second part is to study the relationship between PMO functions and project success measures using structural equation modeling SEM in SMARTPLS-S software. Sixteen hypotheses were generated for analyses in SEM and five of these hypotheses were validated while the remaining 11 could not be validated. The results reported that PMO organizational learning functions directly impact project outcomes, while functions of project monitoring and controlling partially impacts customer satisfaction.
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Qi, Shen Jun, Yun Bo Zhang, Jing Jing Wu, Wei Chen, and Jia Zhong Cai. "Study on the Impact of PMO for Multi-Project Management of Contracting Construction Enterprises — Based on Structural Equation Model." Applied Mechanics and Materials 584-586 (July 2014): 2239–45. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2239.
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13 key factors, which affected the ability of Project Management Office (PMO) and multi-project management, were extracted through literature reading and expert interviewing. Based on three aspects of assumptions, Structural Equation Model was used to build the structure model that PMO influence on multi-project management of contracting construction enterprises. The relationship among PMO, Program and Project Portfolio were analyzed on the basis of questionnaire survey on the 238 the national excellent project manager and high-level business executives. The results show that the most important function of the PMO is coordination management, the second is the risk forecasting and management, the third is information processing and finally is resource allocation. Consequently, the PMO can support the multi-project management, the Influence degree of PMO for project portfolio is the largest, followed by the program management, and single project management is the third one. With the increasing of project amount, difficulty and complexity, and the role of PMO is more significant.
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PIVOVAROVA, I., L. TURGUNOVA, A. KLODZINSKY, M. BUTYUGINA, M. KAKHANOVA, and N. ANTONOVA. "HEMATOLOGY CENTER LLP PROJECT OFFICE ORGANIZATION EXPERIENCE." Oncologia i radiologia Kazakhstana 65, no. 3 (September 30, 2022): 12–18. http://dx.doi.org/10.52532/2663-4864-2022-3-65-12-18.
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Relevance: The achievement of complex goals facing medical organizations is determined mainly by the ability to solve problems
considering the available and expected resources. Project Management Office (PMO) is a business tool that effectively supports achieving
goals. The availability of reliable information on incidence, therapeutic solutions, treatment outcomes, and survival of patients with
oncohematological diseases is a prerequisite for introducing modern diagnostics, high-tech treatment methods, and providing quality
medical care. The article describes the experience of the Hematology Center LLP Project Management Office as a tool to create a database
of patients with hemoblastosis.
The research aimed to evaluate the effectiveness of the Project Management Office at the Hematology Center LLP in studying the
approaches to treatment and their efficacy in patients with oncohematological diseases.
Methods: We analyzed the operation of the PMO, established in November 2020 at the Hematology Center LLP. The project office was
tasked to analyze the data of patients with oncohematological diseases treated at the Hematology Center LLP branch in Ust-Kamenogorsk
from 2015 to 2021 and at the Karaganda branch from 2018 to 2021. Data from the Hematology Center LLP information system was used to
create a database of patients with oncohematological diseases, calculating nosological structure based on the line of therapy and making
a patient’s profile to select a treatment regimen.
Results: The conditions for the PMO operation were described: a plan, a specific outcome, a specially organized team, and a time
interval; the PMO operating effectiveness was analyzed. The resulting data made it possible to assess the volume, level, and effectiveness
of medical and diagnostic care for the mentioned nosologies to justify improving the existing patient examination and routing system.
Conclusion: The activities of the Hematology Center LLP Project Management Office to study the structure and effectiveness of
treating patients with oncohematological diseases proved the viability of using the project management approach in medical organizations.
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Rozenes, Shai, and Gad Vitner. "The training methodology of project management office (PMO) personnel." Industrial and Commercial Training 41, no. 1 (January 30, 2009): 36–42. http://dx.doi.org/10.1108/00197850910927741.
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Müller, Ralf, Nathalie Drouin, and Shankar Sankaran. "Modeling Organizational Project Management." Project Management Journal 50, no. 4 (May 13, 2019): 499–513. http://dx.doi.org/10.1177/8756972819847876.
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The contemporary discourse on organizational project management (OPM) complements project, program, and portfolio management with emerging elements, such as governance, projectification, the project management office (PMO), and organizational design. This creates the need for an integrated model that defines the content and roles in OPM. This article addresses this by conceptually developing a seven-layered model that organizes 22 OPM elements, ranging from the corporate level to the management of individual projects. A theory is developed to explain the interaction of the elements and the layers within the model.
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Pivovarova, I., L. Turgunova, A. Klodzinsky, M. Butyugina, M. Kakhanova, and N. Antonova. "HEMATOLOGY CENTER LLP PROJECT OFFICE ORGANIZATION EXPERIENCE." Oncologia i radiologia Kazakhstana 65, no. 3 (September 30, 2022): 12–18. http://dx.doi.org/10.52532/2521-6414-2022-3-65-12-18.
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Relevance: The achievement of complex goals facing medical organizations is largely determined by the ability to solve problems considering
the available and expected resources. Project Management Office (PMO) is a business tool that effectively supports achieving goals. Availability of
reliable information on incidence, therapeutic solutions, treatment outcomes, and survival of patients with oncohematological diseases is a prerequisite for introducing modern diagnostics, high-tech treatment methods, and providing quality medical care. The article describes the experience
of the Center for Hematology LLP Project Management Office as a tool to create a database of patients with hemoblastosis.
The research aimed to evaluate the results of the effectiveness of the Project Management Office at the Hematology Center LLP in studying the
approaches to treatment and their effectiveness in patients with oncohematological diseases.
Methods: We analyzed the operation of the PMO, established in November 2020 at the Hematology Center LLP. The project office was tasked
to analyze the data of patients with oncohematological diseases who were treated at the Hematology Center LLP branch in Ust-Kamenogorsk
ОРГАНИЗАЦИЯ ЗДРАВООХРАНЕНИЯ
18 Онкология и радиология Казахстана, №3 (65) 2022
from 2015 to 2021 and at the Karaganda branch from 2018 to 2021. Data obtained from the Hematology Center LLP information system was used
to create a database of patients with oncohematological diseases, capable of calculating nosological structure based on the line of therapy and
making a patient’s profile to select a treatment regimen.
Results: The conditions for the PMO operation were described: a plan, a specific result, a specially organized team, and a time interval; the
PMO operating effectiveness was analyzed. The resulting data made it possible to assess the volume, level, and effectiveness of medical and diagnostic care for the mentioned nosologies to justify improving the existing patient examination and routing system.
Conclusion: The activities of the Center for Hematology LLP Project Management Office to study the structure and effectiveness of treating
patients with oncohematological diseases proved the viability of using the project management approach in medical organizations.
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Rigassi, Juliana, and Carlos Roberto Campos. "Project management office in central banks: relationship between the practice of projects and economic stability." Revista IPecege 4, no. 3 (September 23, 2018): 49–64. http://dx.doi.org/10.22167/r.ipecege.2018.3.49.
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Projects are frequently used as a means to directly or indirectly achieving the goals of an organization’s strategic plan, and the Project Management Office [PMO] is responsible for standardizing the governance processes to achieve those objectives. When it comes to independent federal agencies, such as Central Banks, their strategic objectives have a relevant impact on economic stability and, consequently, on the lives of millions of people. In this study, the best practices of the PMOs of four Central Banks were examined. The question in the study addressed the manner in which the practice of projects can be used as a tool for achieving economic stability. Qualitative methods were used to examine the question by means of a structured questionnaire applied to project professionals of these institutions, and analysis of data available in case studies was also conducted. It was noted that Central Banks increasingly seek to improve the practices of their Project Management Offices, becoming a center of reference for best practices in PMOs obtaining relevant recognition, either for the maturity of their projects, receiving the title of best PMOs in the country, or even being nominated for PMO of the year on a global level (Project Management Award), the highest award in the project management category.
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Pinto, Gustavo Oliveira, Luiz Carlos Brasil de Brito Mello, and Thaís Spiegel. "Best practices in implementing a project management office: a systematic review of the literature." Sistemas & Gestão 14, no. 4 (January 20, 2020): 448–63. http://dx.doi.org/10.20985/1980-5160.2019.v14n4.1580.
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Highlights: Project management office (PMO) is structurally configured in a particular way to adapt to the peculiarities of each organization and its strategic objectives, in order to promote project management practices. The purpose of this article is to explore the best practices for project management office implementation. A systematic literature review was conducted using 104 documents published between 2000 and 2018. The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Goal: The purpose of this article is to explore the best practices for project management office implementation.Design/Methodology/Approach: A systematic literature review was conducted using 104 documents published between 2000 and 2018.Results: The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Limitations of the investigation: Other factors related to PMO, such as the implementation phases, maturity models, process groups, and organizational variables that affect PMO.Practical implications: It is observed that there are relevant issues in PMO implementation structuring that are not consolidated, making it difficult for organizations to base their implementation on the available theoretical frameworks.Originality/value: As a result, it became evident that there is a lack of standardization of those characteristics related to the PMO; and that the so-called "best practices" require more academic studies before they can be established.
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Sergeeva, Natalya, and Sultan Ali. "The Role of the Project Management Office (PMO) in Stimulating Innovation in Projects Initiated by Owner and Operator Organizations." Project Management Journal 51, no. 4 (April 29, 2020): 440–51. http://dx.doi.org/10.1177/8756972820919215.
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This article explores the extent to which innovations are driven by the project management office (PMO), an internal unit within owner and operator organizations that is responsible for overall project assurance and control. Semi-structured interviews were conducted with organizational members of Transport for London (TfL), a public transport owner and operator organization and a key stakeholder in the UK infrastructure sector. This was combined with the analysis of four project assurance reviews initiated and delivered by TfL. The findings demonstrate that the PMO provides opportunities for building and enhancing innovative capabilities of the owner and operator organization.
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Hu, Wen Fa, Da Wei Li, and Rong Hu. "Three-Dimensional Complex Construction Project Management Maturity Model: Case Study of 2010 Shanghai Expo." Applied Mechanics and Materials 209-211 (October 2012): 1363–69. http://dx.doi.org/10.4028/www.scientific.net/amm.209-211.1363.
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The increasing complexity of construction projects as a common trend has had a significant impact on management maturity assessment and improvement for the project participating units, especially for the owners’ Project Management Office (PMO). While most maturity models are rationalistic, this paper presents a practical complex construction project management maturity model based on project management three-dimensional perspective. Integrating Organizational Project Management Maturity Model (OPM3) and Best Practices (BPs) derived from 2010 Shanghai Expo practice, this case-based maturity model is constituted by three sub-models: PBS Maturity, Process Maturity and Organization System Maturity. The model uses structured questionnaire consisting of BPs to implement assessment. The proportion of BPs achieved is considered as the maturity level of assessment objectives. Shanghai Expo AB Area is used to test the validity of the model. The result shows that owners’ PMO can assess and improve their project management maturity with the model effectively.
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Carvalho, Vaniele Guimaraes, Sanderson César Macêdo Barbalho, Gladston Luiz da Silva, and José Carlos de Toledo. "Benefits Management as a Path for Project Management Offices Contribute to Programs and Influence on Project Performance." Business and Management Studies 4, no. 1 (February 2, 2018): 20. http://dx.doi.org/10.11114/bms.v4i1.2976.
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This paper analyses the relationships between the Project Management Offices (PMOs) functions and the results of performance indicators of product development projects, considering the triple constraint: time, cost, quality. A survey was conducted on a sample of 35 Brazilian manufacturing companies, which have a Product Development Process and a support of PMO for product projects. Although the survey´s results pointed out the presence of Project Management Offices on companies’ structure, it does not guarantee the success on project´s triple constraints, the benefits management was a PMO function correlated to cost performance. It suggests that if a company structure projects as programs, an effort to guarantee the focus on benefits rather than only on project’s results can drive good performance on costs.
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Kim, Ki-Hyun, Geun-Wan Park, and Seung-June Hwang. "A Performance Management of IT Project PMO (Project Management Office) : Focused on Hospital·Finance·IT/SI Industry." Korean Academic Association of Business Administration 30, no. 7 (July 30, 2017): 1189–217. http://dx.doi.org/10.18032/kaaba.2017.30.7.1189.
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Rose, Kenneth H. "Book Review: The Project Management Office (PMO): A Quest for Understanding." Project Management Journal 42, no. 1 (February 2011): 94. http://dx.doi.org/10.1002/pmj.20227.
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Tshuma, Brighton, Herman Steyn, and Cornelis Cristo van Waveren. "The mediation role of the PMO in the transfer of knowledge between projects – a case study of five PMOs." International Journal of Managing Projects in Business 15, no. 1 (November 16, 2021): 150–74. http://dx.doi.org/10.1108/ijmpb-03-2021-0063.
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PurposeThis article describes advances in the study of knowledge transfer (KT) in project-based organizations (PBOs). Project management offices (PMOs) have both a moderation role and a mediation role to play in KT between projects. In order to improve KT between projects, this paper explores the mediation role of the PMO in the transfer of knowledge with different levels of articulability. The aim is to improve the usability of transferred knowledge.Design/methodology/approachThe case study method was used to investigate KT in five-divisional PMOs within a multinational engineering and project management PBO. Fifteen semi-structured interviews were conducted and the results were analysed using ATLAS.Ti (a computer-aided qualitative data analysis software).FindingsThe findings show that it is the way in which the PMO structures knowledge management (KM) infrastructure and processes, which determines the success of its mediation role in the transfer of tacit and explicit knowledge between projects. The articulability of knowledge influences the PMO's mediation role and the PMO's mediation role in turn improves the usability of knowledge, thereby creating a conducive environment for a competitive advantage.Originality/valueThis study offers a framework to assist scholars and practitioners to understand the mediation role of the PMO in the transfer of knowledge with different levels of articulability within the projects environment. Such understanding can improve the usability of transferred knowledge, thereby creating a competitive edge for a PBO. The study shows that the PMO can be used as an instrument for KT between projects, a theme that was not found in literature. The paper thus offers new empirical information.
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Alghadeer, Abdulaziz, and Sherif Mohamed. "Diffusion of Organisational Innovation in Saudi Arabia: The Case of the Project Management Office (PMO)." International Journal of Innovation and Technology Management 13, no. 04 (July 25, 2016): 1650019. http://dx.doi.org/10.1142/s021987701650019x.
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Recent innovation diffusion in organisations literature suggests that innovation diffusion dimensions and characteristics are not independent of each other, rather organisational internal environment interacts with both an organisational external environment and an innovation’s characteristics. The purpose of this paper is to examine the validity of the framework consisting of organisational innovation dimensions and characteristics within Saudi Arabian organisations. We test this model with survey data from a large-scale survey of 223 Saudi public and private project-based organisations, these organisations had either adopted, or intended to adopt, the project management office (PMO). To obtain a broad representation of respondents, and to minimise bias, the survey did not target any specific industry. Statistical analysis, specifically exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were conducted to ascertain the factors underlying each construct. Structural equations modelling (SEM) was sequentially utilised to determine the factor structure of the model and to assess the relationships between model constructs. This paper took an initiative step towards a conceptual framework for organisational innovation diffusion, represented by the PMO. Its results revealed that perceived organisational innovation climate functions as a gateway to the organisational innovation diffusion. It was also found that technology mediate the relationships between socio-culture and organisation climate for innovation. More importantly, PMO complexity was not related to the intention to implement the PMO. The quantitative study showed that the framework is a useful tool for studying the diffusion of organisation innovation. The model can potentially form the foundations of a framework for organisations seeking to enhance the organisational innovation diffusion that could in turn strengthen their business performance.
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Mahabir, Randell Jared, and Roneil Jareth Mahabir. "PMO implementation in trinidad and tobago engineering-service contractor firms: challenges and lessons learned." International Journal of Industrial Optimization 3, no. 1 (February 3, 2022): 18–32. http://dx.doi.org/10.12928/ijio.v3i1.5711.
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This paper explores the challenges and lessons learned in integrating a project management office (PMO) into the existing organizational structure of engineering-service contractor (ESC) companies in Trinidad and Tobago (T&T). Although several T&T ESCs now boast of having a robust PMO, its implementation has been a difficult and expensive endeavor for most, persuading others to forego this. This disinclination is due to the lack of available insight and guidance on PMO implementation for ESCs operating in the Caribbean. Top management personnel and departmental managers from twenty-eight ESCs who played a direct role in the PMO incorporation at their organizations were polled in a self-report study which collected quantitative data via a questionnaire. Insights on their perceived PMO value, implementation weak and strong points, integration challenges and lessons learned were gathered and analyzed. The findings confirmed concurrence amongst all participating ESCs that PMO implementation bodes well for their strategic organizational goals. The biggest implementation challenges reported were creating a project management culture and realigning the power for resource management and allocation. Smoother integration was reported amongst companies that included suitable communication channels, pre-implementation planning, and project management training for PMO personnel into the process. For the findings varied across companies, this paper illustrates numerous areas of concern common to ESCs. There is no existing research on PMO implementation in T&T or Caribbean firms, and this paper provides foresight and direction for companies contemplating such endeavors.
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De Miranda e Silva Correia, Christiane, Cláudia Márcia Moreira, and Reynaldo Maia Muniz. "A importância da implantação do Escritório de Projetos: estudo de caso de uma organização de médio porte." Sistemas & Gestão 13, no. 2 (June 3, 2018): 141–48. http://dx.doi.org/10.20985/1980-5160.2018.v13n2.1207.
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A implementação de um PMO (Project Management Office) é um fator de sucesso para muitas organizações. O presente artigo tem como objetivo levantar pontos a serem analisados durante a implantação do PMO e como esta pode influenciar na tomada de decisões dos projetos da organização. As informações obtidas sobre o PMO foram levantadas por meio de revisão de literatura e estudo de caso de uma organização de médio porte. Para que seja eficiente, o PMO deve ser bem implementado, observar a realidade da organização e possuir o total apoio da alta direção.
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Braun, Timo. "Configurations for Interorganizational Project Networks." Project Management Journal 49, no. 4 (July 17, 2018): 53–61. http://dx.doi.org/10.1177/8756972818781710.
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Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.
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Monteiro de Carvalho, Marly. "An investigation of the role of communication in IT projects." International Journal of Operations & Production Management 34, no. 1 (December 20, 2013): 36–64. http://dx.doi.org/10.1108/ijopm-11-2011-0439.
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Purpose – The purpose of this paper is to explore communication management in information technology (IT) projects and to identify barriers to communication, from both individual and organisational standpoints, and from distinctive stakeholders' points of view (project management office (PMO), project manager, IT and business personnel). Design/methodology/approach – A case-based research in a large IT service provider was conducted, mixing qualitative and quantitative data. A literature review shed light on different epistemological fields, and different aspects of communication in IT projects were analysed and different perspectives were brought together in a communication integrated framework (CIF). Several data collection methods were combined. Structured and unstructured interviews of 78 participants (PMO, IT and business personnel), PMO archival data, and survey-based research were performed in order to achieve triangulation. Findings – The contribution of the CIF to project communication management theory can be summarized as follows. First, the framework considers different perspectives, from the individual to the organisational, which affect communication during IT projects in the form of an integrated system approach. Second, the contingency perspective of different stakeholders are explored, particularly as regards the PMO, IT and business personnel. The case revealed an inconsistency: on the one hand, the importance of communication is exalted by all the analysed stakeholders, and on the other hand, the communication processes and practices proposed by the PMO and formalised in the company's project management (PM) methodology are neither followed nor prioritised by project managers. Research limitations/implications – This study was dependent on self-reported perceptions. It embraced IT projects, and new studies should be done for other types of projects. The focus is within a specific organisation and its characteristics conditioned the findings. Practical implications – CIF allows improving the assessment of the communication area in projects. An important managerial implication of this study is that the adoption of a standardised PM framework is not sufficient for the elimination of barriers to communication. The study suggests that firms should consider manners of developing the communication management process, as well as increasing the efficient use of performance report and communication tools to reduce detrimental conflict. Originality/value – The paper proposes a framework. CIF allows to considering different perspectives, from the individual to the organisational level that affect communication in IT projects.
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Xie, Hai. "Differences of the Project Management and Program Management." Advanced Materials Research 1030-1032 (September 2014): 2547–50. http://dx.doi.org/10.4028/www.scientific.net/amr.1030-1032.2547.
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Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.
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Barbalho, Sanderson César Macêdo, and Gladston Luiz Silva. "Control of project data and team satisfaction as results of PMO effort in new product development projects." International Journal of Managing Projects in Business 15, no. 1 (November 26, 2021): 121–49. http://dx.doi.org/10.1108/ijmpb-02-2021-0045.
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PurposeThis paper aims to explore how new product development (NPD)-based project management offices (PMOs) work, their drivers to deliver performance and their project success impact.Design/methodology/approachThe study used a survey of 35 Brazilian and multi-national companies that identified the effort to perform a list of PMO functions, some PMO drivers in the company and five project performance perception indicators. The authors apply a specific set of statistics to uncover the relations between these dimensions of interest.FindingsThe factorial analysis allows us to find the main functions influencing each other. The project teams’ perception of project management (PM) performance is suggested as a success factor that drives PMOs when working on portfolio management issues, managing project files and promoting PM over the company.Practical implicationsThis paper contributes to a contingency approach for designing a project machine involving PMOs to support NPD projects. Managers can set the most suitable PMO functions avoiding mimicry when structuring their NPD efforts.Originality/valuePMOs have impacted team satisfaction and control of project data but not indicators related to triple constraints.
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Qi, Shen Jun, Wei Chen, Yun Bo Zhang, Jing Jing Wu, and Jia Zhong Cai. "Identification of Influence Factors and Establishment of Evaluation Index System for OPM3 in Mega Construction Engineering Enterprise." Applied Mechanics and Materials 584-586 (July 2014): 2233–38. http://dx.doi.org/10.4028/www.scientific.net/amm.584-586.2233.
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<p class="p19">Based on Project Management Office (PMO) and Organizational Project Management Maturity Model (OPM3), 36 influence factors were firstly identified, which were extracted from organization structure framework and objective requirement of multi-project management in the mega construction engineering enterprise. These influence factors were reflected in the organizational support, informatization construction, and project management. The maturity evaluation index system was built and optimized by Principal Component Analysis (PCA) on the basis of questionnaire survey on the 238 national excellent project manager and high-level business executives. Consequently, 8 main factors were assessed quantitatively. The results show that the most important factor is contract management and coordination of strategy level, and the least important factor is market ability. The enterprise should pay more attention to organization construction, application of the tools and methods of multi-project management, enterprise culture and integration ability of multiple projects.</p>
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Luz, Felipe Henrique Lopes, Ana Lúcia Fontes de Souza Vasconcelos, Camila de Souza Vasconcelos, and Cecília Santostaso Geron. "GESTÃO EFICIENTE DE PROJETOS DE AUDITORIA INDEPENDENTE: à luz dos conceitos de PMO (Project Management Office)." Redeca, Revista Eletrônica do Departamento de Ciências Contábeis & Departamento de Atuária e Métodos Quantitativos 7, no. 2 (January 5, 2021): 56–71. http://dx.doi.org/10.23925/2446-9513.2020v7i2p56-71.
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Objetivo: Este estudo objetiva descrever os determinantes de sucesso que estão sendo efetivados como parte dos padrões de gerenciamento dos projetos de auditoria das demonstrações financeiras à luz dos conceitos de PMO (Project Management Office).Design de pesquisa: Adota abordagem exploratória e descritiva, com coleta de dados por entrevistas individuais e semiestruturadas dividida em 7 questões, das quais 5 possuem opção de resposta em escala, e 2 são dissertativas, aplicadas com 14 líderes integrantes de empresas brasileiras de auditoria independente “BigFour”. A análise qualitativa dá-se através do software QSR Nvivo via codificação das respostas e análise de cluster à luz do coeficiente de correlação de Pearson.Resultados: Os resultados apontam que a qualidade, eficácia e efetividade das auditorias são substancialmente maiores quando aplicados os conceitos de PMO.Implicações práticas: Este estudo visa contribuir para o aumento da qualidade dos projetos de auditoria independente das demonstrações financeiras.Palavras-chave: Auditoria; Projetos de Auditoria; PMO; Gestão.
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Otra-Aho, Ville Juhani, Christian Arndt, Jukka-Pekka Bergman, Jukka Hallikas, and Jouko Kaaja. "Impact of the PMOs' Roles on Project Performance." International Journal of Information Technology Project Management 9, no. 4 (October 2018): 41–53. http://dx.doi.org/10.4018/ijitpm.2018100103.
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Organizations increasingly often set up project management offices (PMOs) in order to overcome the challenges of increased complexity and importance of projects, and thereby create value, but evidence for value creation, such as improved project performance, has remained scarce. This paper uses a sample of Finnish firms in order to evaluate the impact of PMO roles and processes on project performance. Using factor analysis and regressions, the authors show that the PMO's coordinator and trainer processes have a positive association with project performance. However, a PMO in the role of a strategy manager has a negative impact on project performance.
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Будели, Лаламани. "Data analytics to improve engineering project management office (PMO) performance: the predictive analytics approach." Управление проектами и программами 3 (2021): 170–85. http://dx.doi.org/10.36627/2075-1214-2021-3-3-170-185.
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Villalba Díez, Javier, and Joaquín Ordieres Meré. "Mejora de la gestión de proyectos a través de Hoshin Kanri." Dirección y Organización, no. 60 (December 1, 2016): 40–46. http://dx.doi.org/10.37610/dyo.v0i60.497.
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Project management has become more than just a supporting role for businesses. For many organizations, it is a relevant part of getting things done, and the many tasks as-sociated with managing projects require more attention than just the scope of work of indi-vidual project management professionals (PMPs). This paper will contribute by showing how through taking standardization as the goal as well as using it internally, the Project management Offices (PMO) will contribute to the maturity level of the organization in terms of project management and increase the sustainability of their business. The core concept of this contribution is the use of Hoshin Kanri (HK) ideas to standardize communication among the process-responsible members at the PMO. Finally, application from a practical point of view is presented and its meaning discussed.
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Wijayatma, Armynas Handyas, Liswandi Liswandi, and Sugilar Sugilar. "Pengaruh Transformasi Organisasi Terhadap Kinerja Dengan Motivasi Dan Kompensasi Sebagai Variabel Mediasi Pada Personil Project Management Office PT Perusahaan Gas Negara Tbk." Jurnal Manajemen Strategi dan Aplikasi Bisnis 4, no. 2 (January 4, 2022): 519–32. http://dx.doi.org/10.36407/jmsab.v4i2.401.
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The main objective of this study is to examine and analyze the effect of organizational transformation on performance with motivation and compensation as mediating variables in the project management office (“PMO”) personnel of PT Perusahaan Gas Negara Tbk. (“PGN”) by using a quantitative descriptive approach. The data in this study were obtained from PMO organic employees who work at PGN. The total population of PMO organic employees at the time the research was conducted was 118 (one hundred and eighteen) people. While the samples taken in this study were organic employees with positions ranging from 'Staff' to 'Vice President'. The data analysis in this study used an alternative method of structural equation modeling (SEM), namely partial least squares (PLS). The first stage in this research is to test the validity of each variable's statement indicator along with their reliability. The second stage examines the relationship between the existing hypotheses for both direct effects and indirect effects between research variables. The results of this study indicate that PGN’s organizational transformation has a significant effect on PMO employee performance, either through motivation or compensation as mediation or without the mediation.
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Barbalho, Sanderson César Macêdo, Jose Carlos de Toledo, Junia Rojic, and Matheus de Aguiar Sillos. "Funções dos escritórios de projetos no desenvolvimento de produtos: pesquisa-ação em empresa de alta tecnologia." Production 24, no. 2 (August 27, 2013): 322–36. http://dx.doi.org/10.1590/s0103-65132013005000055.
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O artigo apresenta um escritório de projetos (PMO - Project Management Office) de uma empresa que desenvolve produtos baseada em práticas de gestão de projetos (GP) por ele suportadas. As práticas centralizam no PMO atividades que diferem das funções descritas na literatura como caracterizando sua atuação nos projetos. São realizadas funções de gestão de insumos: atividades que provêm os projetos com insumos necessários à montagem dos protótipos e produtos desenvolvidos. A composição das funções do PMO foi comparada com a bibliografia. São apresentados indicadores de eficiência e eficácia dos projetos. Houve redução dos lead-times de fabricação em 90% e de compras em 75%. A duração dos projetos reduziu em 43%. Sugere-se que a função assumida pelo PMO possa incrementar as opções teóricas para a estruturação de escritórios de projetos em desenvolvimento de produtos.
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Rezende Oliveira, Ronielton, and Henrique Cordeiro Martins. "Desempenho do Escritório de Gerenciamento de Projetos: Divergência de percepções entre a instrução acadêmica e a vivência profissional." Innovar 30, no. 75 (January 1, 2020): 119–34. http://dx.doi.org/10.15446/innovar.v30n75.83261.
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O Project Management Office (PMO) é estabelecido para melhorar a eficiência e eficácia das organizações ao ajudar os gerentes de projetos, as equipes de projetos, as áreas funcionais e os níveis organizacionais. De acordo com a percepção de desempenho do PMO, este artigo verifica as intensidades e influências dos fatores organizacionais: estratégia, sistemas de informação, gestão do portfólio de projetos, operações, redes de relacionamento, pessoas, gestão do conhecimento e cultura organizacional, quando comparados à ausência ou existência do PMO nas organizações. A análise de dados de 63 países foi realizada com a Partial Least Squares Structural Equation Modeling (PLS-SEM). Os resultados indicam que, para os respondentes que não atuam em um PMO, persiste um entendimento divergente do dos respondentes que exercem atividades em um PMO, em que a variância explicada no desempenho deste para as organizações que possuem um escritório de projetos corresponde a 43% no modelo da pesquisa.
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Güngör, Dilek Özdemir, and Sıtkı Gözlü. "Investigating the Relationship between Activities of Project Management Offices and Project Stakeholder Satisfaction." International Journal of Information Technology Project Management 8, no. 2 (April 2017): 34–49. http://dx.doi.org/10.4018/ijitpm.2017040103.
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Organizations need to execute a number of projects simultaneously in order to react market changes. Besides that, technological advancements enable large scale, complex projects feasible. Keeping all these projects under control and executing projects effectively is a serious problem for every organization. PMOs are appeared to be a solution for managing multi-project environments, but their contribution to organizations is tortuous. In this research, activity areas of PMOs are derived from existing works, and the relationships between PMO activity areas and stakeholder's satisfaction are investigated by applying PLS-SEM methodology. There are six activity areas defined, and named as “project procurement”, “knowledge management”, “project team management”, “communication”, “project planning & follow up”, and “development and maintenance of IT”. With the guidance of existing literature research model is developed. Results show that “project planning & follow up”, and “project procurement” activities have direct effect on “stakeholder satisfaction” at medium level. Besides that, “knowledge management” and “IT infrastructure” have indirect effect through “project planning & follow up”.
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Barbalho, Sanderson César Macêdo, Daniel Capaldo Amaral, Tiago Sanches Kernbichler, Eduardo Henrique Richter, and Larissa Torres. "Rompendo obstáculos para a implantação de escritório de projetos em empresa de base tecnológica." Gestão & Produção 16, no. 3 (September 2009): 435–49. http://dx.doi.org/10.1590/s0104-530x2009000300010.
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Esse artigo apresenta o caso da criação de um escritório de projetos (Project Management Office - PMO) em uma indústria médica de médio porte que passou a desenvolver produtos para o setor espacial. Descreve como a entrada no novo segmento impulsionou a adoção de práticas de gestão de projetos (GP) e como o equacionamento das tensões resultantes dessas práticas levou ao surgimento de um PMO na empresa. Apresenta levantamento com membros das equipes de projeto, os quais foram questionados quanto à efetividade das práticas de gestão sobre os resultados dos projetos. Os dados confirmam a bibliografia quanto a tensões próprias de PMEs de base tecnológica com relação à introdução de ferramentas gerenciais e adicionam duas contribuições: descrevem como o equacionamento das tensões existentes sobre o PMO pode contribuir para sua consolidação e demonstram que a introdução de atividades de caráter mais operacional pode melhorar a forma pela qual os times de projeto avaliam o desempenho do PMO.
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Oliveira, Ronielton Rezende, Henrique Cordeiro Martins, Fabricio Ziviani, and Roniton Rezende Oliveira. "Desempenho do Escritório de Gerenciamento de Projetos: comparação entre Brasil e Exterior." Revista de Gestão e Projetos 11, no. 1 (April 2, 2020): 36–53. http://dx.doi.org/10.5585/gep.v11i1.15857.
Full textAbstract:
O artigo verifica a intensidade e as diferenças das influências dos fatores organizacionais no desempenho do Project Management Office (PMO) quando comparados o PMO das organizações localizadas no Brasil com o PMO das organizações localizadas no exterior. Destaca-se que os fatores estudados são: estratégia, sistemas de informação, gestão do portfólio de projetos, operações, redes de relacionamento, pessoas, gestão do conhecimento e cultura organizacional. O método escolhido foi a survey e para analisar os dados utilizou-se a Partial Least Squares Structural Equation Modeling. Os resultados da análise multigrupo indicam que o PMO das organizações brasileiras se concentra nas habilidades interpessoais e nos aspectos humanos, enquanto que o PMO das organizações localizadas no exterior se concentra nos aspectos objetivos e prescritivos da gestão de projetos. A intensidade no desempenho do PMO é similar entre os grupos, embora a perspectiva observada nos fatores organizacionais seja característica para distinguir as organizações brasileiras daquelas localizadas no exterior. Por isso, independentemente da referência geográfica das organizações, o PMO é capaz de favorecer a realização de benefícios ao considerar as particularidades que envolvem o ambiente de projetos no qual está inserido.
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Ahmad, Shabir, Faisal Aftab, Tarig Eltayeb, and Kamran Siddiqui. "Identifying critical success factors for construction projects in Saudi Arabia." E3S Web of Conferences 371 (2023): 02047. http://dx.doi.org/10.1051/e3sconf/202337102047.
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The construction projects of process industry plants are complex due to the involvement of numerous stakeholders and uncertainty in environmental factors. The internal and external factors affecting the successful execution of the projects vary across industries and countries. It is vital to identify the critical factors for a geographic region and devise the appropriate strategies for the successful execution of the projects. This study aims to identify the critical success factors for construction projects in Saudi Arabia. To achieve the objective, data collected through questionnaire surveys from 342 project managers, directors, engineers, staff, and construction directors were analyzed in SPSS. The findings showed that construction industry projects in Saudi Arabia are usually constrained by five major factors including the project manager’s qualification and experience, project management practices, timely availability of skilled manpower and equipment, clarity of project definition and scope, and weather conditions, The findings imply that Saudi construction firms need to recruit professionally qualified project managers, establish project management office (PMO), revisit supply chain strategies, and provide alternate working hours during tough weather conditions. Further implications, recommendations, and future research directions are discussed in the end.
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Taylor, Hazel, Jill Palzkill Woelfer, and Edward Artman. "Information Technology Governance in Practice." International Journal of Information Technology Project Management 3, no. 3 (July 2012): 14–30. http://dx.doi.org/10.4018/jitpm.2012070102.
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This paper compares implementation frameworks for Information Technology (IT) governance and functions of a Project Management Office (PMO). While there are commonalities, the relational mechanisms called for in IT governance frameworks are omitted from the PMO functions. The authors provide a case study of a PMO at a large municipal government organization where relational mechanisms are incorporated into the risk assessment process through the use of a risk profile spider chart. Drawing conclusions from collaborative practice research, the authors discuss the use and relational aspects of the risk profile spider chart and show how this tool enables boundary spanning between the PMO and other departments by functioning as a boundary object-in-use, increasing the likelihood of buy-in for IT governance decisions. The authors conclude that the tool has potential both as a risk assessment mechanism and a boundary object for building collaboration and thus may be useful for PMOs at other organizations.