Dissertations / Theses on the topic 'Project management (PM)'

A challenge in Lean Construction is how to make it applicable when there is a high degree of complexity and uncertainty. In many construction projects there are changing project requirements, unique products and a need for actions that are highly focused on meeting customer/client expectations. Such scenarios require management methods that are characterised by being flexible and able to react to change. The aim of this thesis is to introduce a method that has such characteristics. Project Management, Lean and Agile paradigms are merged through the application of the fission and fusion approach of nuclear physics. This research is facilitated through a sequential explorative method. In the first instance, interviews with 22 practitioners in the fields of construction project management, Lean and Agile have been conducted. Then a quantitative self-administered questionnaire with 213 useful responses has been utilised to validate the transferability of the interview findings. It is concluded that Lean is not ideally suited to dealing with the dynamic nature of construction projects. Agile methods, which were developed to cope with the high levels of uncertainty inherent to IT projects, are more flexible and able to react to change. Hence utilising Agile-based methods might be the key to the successful utilization of Lean in construction. Therefore a management method based on combining Lean and Agile approaches has potential. Such an approach needs creative thinking to develop a solution that is different to that of “Leagile”. Leagile uses Lean and Agile methods in the execution phase sequentially, through using a decoupling point model to separate the two. This thesis introduces a new paradigm in which such a decoupling or separation does not take place. Rather, project management, Lean and Agile have been merged together to develop a new holistic and strategic framework. The paradigm presented in this thesis is termed “AgiLean Project Management”.

This dissertation scrutinizes the application of various standards, guidelines and methods in construction project management, and examines the use of such methods, tools and applications. Even though the availability of literature in the context of PM is extensive there has not been an adequate focus on applied project management with a specific interest in the constructing project management. This study describes the experiences gathered by the interviewees who are experienced construction executives and also discusses how they have managed their projects. The reason for the selection of a subjective, descriptive and phenomenal research approach is described and the advantages for this philosophical stance are also mentioned in the thesis. The question that emerges is in regards with how the construction managers accomplish any given project and how they ‘live' their PM. Hence, this study investigated the relevance of PM for managers working on construction projects. Various techniques, methods and procedures which were not included in the literature were highlight by the participants. There are studies available, mainly empirical, in the context of applied PM methods and the results of these studies do not correspond with the findings of this research. Another finding is that, in general, from the responses received, it is clear that PM certification programmes provide limited value to an experienced construction manager. Further results were summarized in the findings and result chapter of this work.

As project management (PM) and information technology (IT) evolved over the last decades, an increasing number of project management software products have emerged. Project managers in IT consulting can improve the success of projects through the utilization of such software. However, the diversity of software available cannot sensibly be grasped by a single individual. Based on this context, the study aims to examine the key considerations in the selectionof project management software in IT consulting from the project managers' perspective. A literature review identifies key aspects of IT consulting projects that may be relevant to the software selection. No evidence was found that provided a view on the process of the selection of PM software in IT consulting itself. The review also unveils the lack of common terminology in regard to PM software. The study addresses these gaps by utilizing interpretative phenomenological analysis (IPA) to understand the experiences made by project managers. To gather data, 17 semistructured interviews were conducted with experienced project managers. Thematic analysis was used to develop an understanding of the process employed by project managers in the software selection and the considerations they make along the way. The findings were synthesized to create a process guide, supported by a checklist and the working definition of key terminology. This study adds a broader perspective to the field of PM software through the application of qualitative methodology in an otherwise quantitatively dominated field of research. It addresses the lack of existing knowledge on the perspective of the project manager in the selection process through the generation of a 6-staged process guide. The detailed considerations of project managers were compiled into a checklist of selection criteria. These two also contribute to practice by providing a structured approach to PM selection for practitioners. The third output is a working definition of project management software as used in practice, which simplifies an exchange of knowledge between theory and practice.

This study explored the management of university-industry collaborations (UICs). Although increasingly important for delivering innovation in many sectors, policy research has expressed concern about the detailed performance of these inter-organisational arrangements. Moreover, although well researched as a knowledge-based economic phenomenon there is much less equivalent managerial research, especially from the perspective of university scientists. Therefore, owing to the paucity of such research, this thesis investigated the adoption of particular project management (PM) practices by university scientists and their subsequent impact on innovative project performance. Four research questions were defined and they were developed, refined and tested within a two-stage process.

This thesis project examines changes to building documents during the product development in the construction process, which is referred as revision memos in this report. The study is made in cooperation with Serneke and is therefore limited to project within this company. Furthermore, the information in this study is based on relevant literature as well as interviews, a poll and material from three of Serneke´s projects. The results show that the examined projects have exceeded the estimated design cost due to changes made during production. By investigating the revision memos, the conclusion was that performing construction, commercial projects and rebuilding projects generate more revision memos as well as the architect and constructor had the greatest number and most expensive revision memos. It also appears that the number of revision memos of other disciplines varies between projects. Furthermore, the design process seems to generate many mistakes that appear in the production, which means that an improved design process with experience feedback and collision control should detect mistakes at an earlier stage. Recommendation for future projects is to make use of the contractors knowledge of production early in the design stage, to use experience feedback and collision control, to introduce a date for last additions, to use Swedish standard when establishing revision memos and to not execute changes before a revision memo is published. In conclusion of this project follows a few recommendations for continued investigation of this field of study.
Detta arbete undersöker ändringar av handlingar som sker vid produktframtagningen i byggprocessen, vilket benämns ändrings-PM i denna rapport. Syftet är att kartlägga problematiken kring ändrings- och tilläggsarbeten i ett sent skede och målet är att öka medvetenheten gällande ändrings-PM och dess konsekvenser. Arbetet genomförs under 10 veckor och begränsas därför till att undersöka projekt inom Serneke. Vidare kommer olika entreprenadformer och olika projekttyper att jämföras detta då de olika förutsättningarna i projekten förväntas generera olika mängder ändrings-PM. Metoden för detta arbete är dels en litteraturstudie, som förklarar olika begrepp och tillvägagångssätt, samt intervjuer och enkät som kompletteras med underlag från tre av Sernekes projekt. I resultatet framgår det att de undersökta projektens bedömda projekterings-kostnad överstigits på grund av ändringar som skett under produktionen. Sammanställningen av ändrings-PM från projekten samt enkätsvaren visar också att arkitekten och konstruktören har flest antal samt dyrast ändrings-PM. Vidare framgår det att övriga discipliners ändrings-PM varierar i antal mellan projekt. Vad gäller entreprenadform och projekttyp framgick det av enkäten och intervjuerna att utförandeentreprenader, kommersiella projekt och ROT-projekt rimligtvis genererar mer ändrings-PM dock kunde detta inte stärkas av något ytterligare material. Däremot kunde kommunikationsverktyget Byggnet undersökas med slutsatsen att det är ett väl fungerande informationssystem vid korrekt användning. Vidare anses projekteringen generera många fel som dyker upp i produktionen, vilket medför att en förbättrad projektering med erfarenhetsåterföring och kollisionskontroll borde upptäcka misstag i ett tidigare skede. För framtida projekt rekommenderas att nyttja entreprenörens erfarenhet av produktionen i projekteringen, att använda sig av erfarenhetsåterföring och kollisionskontroll, att införa ett datum för sista tillägg, att använda svensk standard vid upprättande av ändrings-PM samt att utföra ändringar efter ett publicerat ändrings-PM. Genom att vidare undersöka flera projekt med olika entreprenadformer och projekttyper skulle en kartläggning kunde göras för antalet ändrings-PM och hur de påverkar projektets kostnad och tidplan.

This thesis aims to increase knowledge about the usage and relevance of Project Management (PM) methods and tools within start-up companies, with regard to the previous work experience of the entrepreneur. The underdeveloped connection of PM and entrepreneurship will be further explored by following the research question proposed below that guides the study. What PM methods and tools do entrepreneurs apply in the process of launching the business versus the operation of the start-up, especially considering their previous work experience and contact with PM? In order to answer the proposed research question and pursue the set objectives, the thesis is structured as follows. First, the methodology within this study is represented in theoretical and practical form in chapter 2 and 4. Furthermore, the theoretical context in the field is summarized in chapter 3. The topics of traditional PM and agile PM (APM) with their characteristics and tools are portrayed; especially the latter is extensively presented in chapter 3.2 due to the need of flexibility and adaptability in the highly dynamic business environment nowadays, as well as the strong connection between APM and the IT development sector. Existing theories about the topics of entrepreneurship and start-ups are described in the subsequent chapter, whereby a focus is set on the entrepreneur itself and his or her previous work experience. To summarize the existing theory in the fields of PM and entrepreneurship a conceptual framework was created by the researchers of this study in chapter 3.4, which also serves to represent the findings of the study in the concluding chapter. The empirical findings, which are presented in chapter 5, were organized in chronological order of the conducted semi-structured, qualitative interviews with software development start-ups in Sweden. Valuable results for the research areas of entrepreneurship and PM, as well as for the practical usage in those fields could be generated. The summarized results of this qualitative study are summarized and presented in chapter 6, titled empirical analysis. The authors found out that the majority of the contacted start-ups did not plan a lot in the launching phase of the business, in fact, they did not apply specific PM tools. While the business was growing, so did its complexity, which is why the need for applying PM tools became more present. Even though no clear connection between the previous work experience of the entrepreneur and the applied PM tools could be established, it was noticeable that prior exposure to PM made the entrepreneurs more aware of the methods and tools. They specifically looked for some and used them more knowingly. Further drivers for choosing a PM method and tools were recommendations and personal research. Next to the stage and scale of the business, especially the team size, the location of the team members and their familiarity with each other appeared to influence the decision on using specific tools tremendously. In general, it could be detected in this study, that the APM framework was commonly recognized as highly valuable for start-ups and many of the respondents already follow it or want to do so in the future. Moreover, primarily only one or very few tools were applied within the start-ups to not lose track of the business development and keep everything concise.

Project management (PM) plays a significant role in achieving the company’s goal and objectives. Due to its significant role, it is essential that the project managers use processes which remain focussed on the company’s business strategy. However, some implementations of the company’s business strategy have led to failures as a result of misalignment between project management and the company’s business strategy. Such misalignment has an impact on both the project management and business strategy and may lead to problems in the overall functioning of the business, including the implementation of the company’s business strategy through the projects. This research was undertaken to investigate the problem of aligning project management process with the company’s business strategy which has not been fully investigated to-date. This investigation aims to provide a deeper understanding and more holistic analysis of the key factors, such as stakeholders and contextual factors (AF), which enable or inhibit this alignment in order to develop a conceptual framework that addresses this research gap. This study examines and analyses the alignment process, by considering the key factors at the early planning phase of project management. To address the research gap, the study employs a qualitative, multiple case study approach in the interpretive paradigm. Data was collected via interviews of senior personnel (executives and project managers), mainly from three managerial levels of the organisation, including corporate, business, and functional levels in four telecommunication companies of the private sector in Saudi Arabia. The investigation was carried out by collecting data through semi-structured interviews to critically explore collectively the perspectives of the executives and the project managers on their experience of managing and executing the company’s business strategy and the projects. Written and electronic documentations as well as non-participant observations also served as important triangulation and complementary sources in understanding the phenomenon being studied and as a means of gaining additional perspectives and further insights on key issues. This study provides a novel contribution to the alignment process of project management to business strategy. The original contribution and findings of this study contribute to the growing body of knowledge of project management by developing a practical framework to benefit both academics and practitioners and to increase awareness of the alignment process. This holistic conceptual framework includes two sets of factors that impact the alignment process. Additionally, it provides a unique prescriptive standard and a code of practice for practitioners seeking to realise efficient and effective alignment.

This master’s thesis describes the use of project management for a design and implementation of the project to create web portal for event team of the company UNIFER o.p.s. The thesis descibes in detail the pre-project, project and post-project phase according to project management methods.

This thesis describes a research project that investigates the level of contextualization needed to successfully build context-driven agents that can manage a cooperative project. Many times in industry, collaborators in a large project may be located vast distances from each other. It is for this reason that management of such projects can often be difficult. The purpose of this research is to design an agent that can take on the role of a project manager (PM) to assist the human project manager. Specifically, this thesis looks to give such project management agents full situational awareness. It is hypothesized that only with situational awareness can an agent successfully act in the role of a project manager. This thesis describes the investigation into the use of Context-Based Reasoning and Contextual Graphs to create an agent with such situational awareness. This thesis shows that with enough situational awareness, an agent will have the ability to successfully take on the role of a project manager. In particular, this thesis looks at a PM-agent that can manage a simulated project to design and construct a small sounding rocket.
B.S.P.E.
Bachelors
Engineering and Computer Science
Computer Engineering

Práce je zaměřena na problematiku zavádění softwarových nástrojů pro podporu projektového řízení. Na konkrétním projektu implementace ukazuje možnosti dnešních PM nástrojů a navrhuje postup projektu, který umožní co nejlépe využít vlastností zaváděného systému ve vztahu k požadavkům a možnostem organizace. Cílem práce je ukázat, že vhodnout konfigurací lze dosáhnout mnohem širšího využití tohoto typu nástrojů pro řízení celé společnosti

Effective project management (PM) is increasingly required for strategy implementation, business transformation management, continual improvement and pioneering product development and service provision. The systematic approach of PM (based on best practices and experience) aims to improve the chances of project success in a competitive environment where scarce resources (capital, human, opportunity, time, etc.) needs to be utilized most effectively. The contribution a project management office (PMO) can make in the medium sized consulting engineering industry to deliver more successful projects was investigated. The investigation involved determining the current state of both PM and PMO maturity in medium sized consulting engineering organisations in South Africa. Furthermore, the required maturity, or level of development, of PM and PMOs were also determined using the prediction orientated Delphi survey method. In the literature study, the concepts of PM, PMO and their maturity determination, successful project delivery, background to the consulting engineering industry in South Africa and similar PM and PMO maturity studies were investigated. From the literature study, an existing maturity survey was selected for each of the concepts PM and PMO. These existing and tested maturity surveys were combined into a single survey. Some demographic information deemed applicable from the literature study was also included in the survey and distributed in a multi-round survey to medium sized organisations similar to the author's organisation, operating in the mining and energy sectors mainly. The current PM and PMO maturity of the organisations taking part in the survey were determined in round 1 of the survey. The required PM and PMO maturity were determined from the round 2 survey results that were completed after the respondents were provided with the round 1 survey statistically averaged maturity levels in an effort to reach a form of consensus amongst the respondents. The round 1 survey was distributed to 161 respondents (response rate of 53%). Round 2 was distributed to the 86 respondents that completed round 1 (response rate of 55%). From the survey results and literature study it was found that there is a definite increase in PM and PMO maturity required in order for medium sized consulting engineering organisations to deliver more successful projects in the mining and energy sector. It was also seen that the maturity levels required for both PM and PMO are not the maximum maturity levels possible. From the empirical study, a definite relationship between PMO and PM was confirmed and it was seen that generally an organisation with a PMO tends to have higher PM maturity levels. For a PMO to be successful, from literature it was seen that the PMO needs to adapt to the organisation and environment it functions in. It was also discovered that a PMO is successful if it reaches the goals it set for itself. The PMO also contributes by systematically and continuously improving and adapting the PM of the company to add the most value to both internal and external customers of the PMO. It is the researcher's opinion that the study is not representative of all medium sized consulting engineering organisations in SA and further research is required to determine industry specific PM and PMO maturity levels and to determine the resulting contribution a PMO can make in this regard.
MBA, North-West University, Potchefstroom Campus, 2014

碩士
淡江大學
資訊工程學系
85
In this information society, hundreds of thousands of projects are undergoing day and night. A project leader should always be aware of every detail about the project in progress, for instance : different teams division, personnels allocation, the individual member's progress, the integration and testing of entire system, privileges authorization on files accesses, the security of system...etc. A project leader has to oversee and manage properly everything mentioned above. One of the most serious problems mentioned above is members' changes : memberretired, resigned...etc. To solve this problem , we are designing a "Project Managing Environment", which is named PM- KGB system. It provides a managing environment for those projects working under UNIX. With the clear privileges, even in different offices, members can discuss on line and transfer data with other member through networks. The leader can have the whole picture of the progress of every member through KGB system. When a member have to take leave,since the whole developing process which is associated with this member from the very beginning to the latest version has been well recorded so that the successor can easily reconstruct the whole configuration for any specified time. With this kind of stepwise progress learning, successor can figure outthe motivation of the original designer much easier. Thus, he can fully understand the whole system easily, and catch up the project developing pace without any delay. This thesis is focus on the version management subsystem of PM-KGB. We present a recording method to record the progress of source codes. With this subsystem, we can perform version manipulations very easily and quickly. Besides, the leader can also draw a statistic graph from records to understand the member's progress.

The CubeSat designation was developed in 1999 at Stanford University and the California Polytech State University to facilitate the participation of students in academic satellite projects. Nowadays CubeSats are a common reality, facing an increasing of projects and well succeed deployments, which made some authors consider the possibility of replace and renew the existing constellations of bigger satellites for this type of small, low-cost satellites, maintaining or increasing their actual capabilities for a similar price. The University of Beira Interior and its students pretends to create an entire CubeSat, which would be capable to test the Radio Frequency Blackout during re-entry on Earth atmosphere had arisen, to support a numerical model already in development and testing at University of Beira Interior. The purpose of this dissertation is to implement Project Management methodologies, focusing on planning, schedule, documentation and data, and risk management, on a CubeSat project developed in cooperation with University and industry. Project management was implemented after the project kick-off, being necessary to organise the work already done. The first step was the elaboration of a schedule for the tasks (already done and further work), a preliminary risk management, and the essential documentation management to allow the proper monitoring of the project from the team and external entities.
Em 1999, na Universidade de Stanford em cooperação com a California Polytech State University, desenvolveu o conceito de CubeSat para facilitar a participação de estudantes em projetos académicos espaciais. Atualmente os CubeSats são cada vez mais comuns, com um aumento do número de projetos e lançamentos bem-sucedidos cada vez maior, havendo já quem defenda a possibilidade de utilizar este tipo de satélites pequenos, “low-cost” para a substituição e renovação de constelações de satélites maiores, mantendo ou aumentando as capacidades atuais, com um custo similar. A Universidade da Beira Interior e os seus alunos pretendem desenvolver um CubeSat capaz de testar os efeitos do plasma no fenómeno de “blackout” durante a reentrada na atmosfera terrestre de um objeto, numa tentativa de validar um modelo numérico que já se encontra em estudo e desenvolvimento na Universidade. O propósito desta dissertação é a implementação de metodologias de gestão de projeto, focada na gestão do planeamento, da cronologia, da documentação e do risco, de um projeto de CubeSat desenvolvido em cooperação com a indústria. A introdução de uma metodologia foi implementada com o projeto já em desenvolvimento, o que dificultou a tarefa de gestão do projeto, sendo necessário começar por gerir todo o trabalho já realizado. Posto isto, a tarefa inicial foi a elaboração de um cronograma visando as tarefas já realizadas e a realizar no futuro, seguindo-se um levantamento preliminar dos riscos inerentes ao projeto, bem como a gestão documental necessária para que se torne possível um acompanhamento do projeto a membros exteriores à equipa de trabalho.

Professional Doctorate - Doctor of Business Administration (DBA)
The aim of this research was to investigate the relationship between project management performance and project success in Hong Kong, together with a consideration of the possible moderating effect of team empowerment on that relationship. The research was modelled on previous studies testing the relationship between project management performance and project success in United Arab Emirates and the works studying the impact of psychological team empowerment on team performance. Quantitative cross-sectional research with an online survey was conducted with participation of project management practitioners from various industries in Hong Kong. A series of multiple regression analyses was conducted to test the research hypotheses. Analysis of data and subsequent results indicated that there was a significant and positive relationship between Project Management Performance and Project Success in Hong Kong. However, the moderating effect of psychological Team Empowerment on the relationship between Project Management Performance, with the exception of the sub factor of ‘Project Management Key Performance Indicators’, and Project Success in Hong Kong was positive but not significant. This research further revealed that psychological Team Empowerment was an independent variable creating positive and significant impact on Project Success. This research supports that Project Management Performance, especially the management of ‘Project Management Policy and Strategies’ and ‘Project Management Key Performance Indicators’, was effective in creating success for projects in Hong Kong. Project management practitioners in Hong Kong are further advised to make use of psychological team empowerment to motivate teams for achieving project success. This research contributes to expanding the scope of project management research in Hong Kong and provides practical references for project managers to motivate project teams with team empowerment. In view of the limitations of a positivist quantitative research, more studies with other research paradigms and methodologies are recommended to further explore the impact of various contextual and contingency factors in affecting the impact of project management and the achievement of project success in Hong Kong.

碩士
南台科技大學
高階主管企管碩士班
98
The research of study engaged the project team members in business circles, understanding whether the leadership style of project manager can impact its competence of project management and make the project efficiently move on for better success rate of project. In addition, this study also explored the enterprise or organization in improving project performance, survey what factors that can monitor and control during running the project, assist the project manager and the entire project team to complete projects. In the past, there is almost no research discussing the relationship into leadership and project management. Hence, it is not yet be identified the relationship with what kind of the leadership style to the competence of project management. In addition, the past academic miss look the interference effects from information technology and knowledge management to the leadership style to project management competence. This research to an object in the electronics industry, using a questionnaire survey, studies the relationships among the leadership style, project management and project performance. Using multiple regression as analysis tool, this research also studies in electronics industry, how PM’s leadership style to improve the project performance through his/her project management skill. According to sample collection, this study produced a questionnaire method, a total of 170 questionnaires distributed, samples of effective recovery of 99, effective recovery rate of 58%. Using statistics software as a tool for statistical analysis, sample data further by validity analysis, factor analysis, regression analysis, for research hypothesis verification. The result of research shows: 1. A different leadership style project manager, presented significant differences in the project management competence. Where and when the project manager's leadership style preference concerns of employees, their project management competence is more positive by project members; when the project manager's leadership style preference concerns of tasks, their project management competence is more positive by project members. 2. The better competence of project management, the better of project performance in practice. 3. Information technology can interrupt the project leader leadership style and project management competence. Companies focus more on the use of information technology, can have strong negative impact of project manager leadership style to competence of project management. 4. Knowledge management can interrupt the project leader leadership style and project management competence. Companies focus more on the use of knowledge management, can have strong negative impact of project manager leadership style to competence of project management. In the light of the above findings, the study of relevant recommendations for future development of information technology and knowledge management can follow up the application in the direction of implementing project management and reference for relevant researchers.

Dissertação de mestrado em Industrial Engineering
In recent years, new structures have emerged within organizations to improve project execution and performance, such as the Project Management Office (PMO). PMO is an organizational structure that aims to promote and improve project management (PM) practices, using appropriate methodologies to achieve elevated levels of effectiveness and efficiency. A PMO is an asset when well implemented and studies on the concept of PMO as a support structure for organizations are already extensive. However, very little research has been done on PMO structures dedicated to supporting university research centers (URC). The organizational context of URC, by their nature, is different from the organizational context of other organizations. Therefore, it is important to know what type of PMO, its functions and responsibilities (F&R), and how it should be implemented within the organizational context of a URC. Thus, this research proposes to conceptualize a PMO structure for URC. To this end, a questionnaire was conducted for researchers from URC around the world and a set of interviews were carried out with research staff of research centers from University of Minho. Research indicates that researchers are receptive to the creation of PMO structures in their URC and suggest the implementation of a PMO structure with a set of F&R divided into three PMO typologies with different levels. Since part of the data was obtained through the dissemination of the questionnaire, there was difficulty either in collecting or making available the contacts of the respondents or in getting answers from the respondents and, therefore, the response rate was quite low. Research shows that there is a need to properly analyze the context in which URC operate and that the PMO structures to be implemented differ from the common context of organizations.
Nos últimos anos, novas estruturas têm surgido dentro das organizações para melhorar a execução e o desempenho dos projetos, tais como o Project Management Office (PMO). O PMO é uma estrutura organizacional que tem como finalidade promover e melhorar as práticas de gestão de projetos, adotando metodologias apropriadas para atingir níveis altos de eficácia e eficiência. Um PMO é uma mais-valia quando bem implementado e já são vastos os estudos realizados sobre o conceito de PMO como estrutura de suporte às organizações. No entanto, pouca pesquisa foi realizada sobre o conceito de PMO dedicado ao suporte de centros de investigação. O contexto organizacional dos centros de investigação, pela sua natureza, é diferente do contexto organizacional comum das organizações. Portanto, urge saber qual o tipo de PMO, as suas funções e responsabilidades e como este deve ser implementado dentro do contexto organizacional de um centro de investigação. Assim sendo, esta pesquisa propõe-se a conceptualizar uma estrutura de PMO no contexto dos centros de investigação. Para tal, foi conduzido um questionário, a nível global, a investigadores de centros de investigação e realizado um conjunto de entrevistas a investigadores de centros de investigação da Universidade do Minho. A pesquisa indica que existe recetividade por parte dos investigadores para a criação de estruturas de PMO nos seus centros de investigação e sugere a implementação de uma estrutura de PMO com um conjunto de funções e responsabilidades dividida em três tipos, com diferentes níveis entre si. Uma vez que parte dos dados da pesquisa foram obtidos através da disseminação do questionário, houve dificuldade na obtenção de respostas por parte dos investigadores e, portanto, a taxa de resposta resultante foi baixa. A pesquisa mostra que existe a necessidade de analisar adequadamente o contexto em que os centros de investigação se inserem e que as estruturas de PMO a implementar diferem do contexto comum das organizações.