Abstract
A conceptual model for the role of a project management office (PMO) in improving the usability of knowledge that is transferred between projects is proposed, and a method to investigate the role of PMOs in knowledge transfer is validated. The case of a PMO in a multinational engineering company was selected, and 24 codes within three themes were identified through qualitative data analysis of a semi-structured interview. Provisional support was found for three propositions related to three variables: the articulability of knowledge, the usability of knowledge, and the role of the PMO. The study fine-tuned a case study protocol for future investigation of the role of PMOs in improving the usability of knowledge that is transferred between projects.
Highlights
IntroductionThe temporary and unique nature of projects [1], [2] poses a significant challenge to the management of projects
The temporary and unique nature of projects [1], [2] poses a significant challenge to the management of projects. This has led to the widespread use and increased establishment of project management offices (PMOs) by project-based organisations (PBOs) [3] in their quest to manage projects effectively [4] and gain competitive advantage [5]–[8]
It is used to explore the role of PMOs in the transfer of knowledge with different levels of articulability in order to improve the usability of the transferred knowledge
Summary
The temporary and unique nature of projects [1], [2] poses a significant challenge to the management of projects. Steyn and Van Waveren [21] developed a conceptual framework on the role of PMOs in the transfer of knowledge between projects They argued that PMOs play an important role in the transfer of knowledge by supporting and facilitating the flow of knowledge across projects and that, without the PMO, this function cannot be effectively managed. Their framework shows that the PMO links knowledge generated and sent with knowledge received and used through its moderation and mediation roles. This model illustrates the role of PMOs in the transfer of knowledge with different levels of articulability to improve its usability. It has five project managers, one project director, and three support staff
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