Improving Industrial Engineering Performance through a Successful Project Management Office

Seweryn Spalek

doi:10.5755/j01.ee.24.2.3087

Abstract

The improvement of industrial engineering performance is currently a key issue.Companies can achieve such an improvement in different ways. One way, especially for companies operating in a multi-project environment, is a successfully operating Project Management Office (PMO). Recent studies have revealed that a successful PMO is a key factor influencing organisational performance. The author of this study conducted world-wide research with a sample of over four hundred PMO cases to identify what determines the success of their operations. This study revealed that to achieve a successfully operating PMO, we should focus on the activities of the PMO during two periods: short term (up to one year) and long term (two or more years).Consequently, in each of these time frames, there are different issues that need to be addressed to run a successful PMO and, thus, improve industrial engineering performance. Moreover, the efficacy of operations in a multi-project environment is crucial for practitioners. Therefore, the findings of this research will help managers to improve organisational performance, which should result in the ability to manage more projects on time and within the budget and scope of the PMO. This paper advances the current state of knowledge on PMO success factors and explores new research areas. DOI: http://dx.doi.org/10.5755/j01.ee.24.2.3087

Highlights

The general influence of project management on organisational performance has been the subject of several studies and the outcomes of these studies are ambiguous
In their opinion we should search for ways to improve organisational performance through different components and entities. They conducted research and recognised the Project Management Office (PMO) as a key factor influencing organisational performance. We agree with this approach and, building on it, we argue that through a successfully operating PMO, we can improve the organisational performance of the company in different areas of its activities
To better understand the challenges PMO encounters, we decided to focus on two aspects: (1) issues during the start-up of PMO with a short-term life span and (2) challenges that appear during the operational phase in the long-term, which could result in the shutting down of PMO

Summary

Introduction

The general influence of project management on organisational performance has been the subject of several studies and the outcomes of these studies are ambiguous. Anumba et al, (2002) noted that proper organisational structures lead to better efficacy in the management of projects and improve the outcomes in the construction industry. Each piece of the research brings important contributions - but considered altogether, a global vision of project management performance at the organisational level is still lacking”. In their opinion we should search for ways to improve organisational performance through different components and entities. They conducted research and recognised the Project Management Office (PMO) as a key factor influencing organisational performance

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Conclusion