The Effect of Stakeholders’ Satisfaction and Project Management Performance on Transitions in a Project Management Office

Sanderson C M Barbalho,Jose Carlos De Toledo,Isaac Ambrosio Da Silva

doi:10.1109/access.2019.2955446

Abstract

This paper aims, through a longitudinal case study, to present and analyze the transitions in operational activities and the performance of a Project Management Office (PMO) in a technology-based company. The paper discusses functions, tensions, stakeholders’ interfaces, performance and how they drove the major changes faced by the PMO. The changes in the PMO were mainly based on non-planned events rather than in a change of the management process. The results demonstrated that political tensions in the organization, rather than project management performance, explained the PMO transitions. Managers must look for identifying tensions in the project management environment, project performance and stakeholders’ satisfaction in order to propose and direct PMO changes and the sustainability of project ongoing best-practices. This study also contributes to the collection of evidences that corroborate previous literature appointments, as well as to question some results that need to be contextualized according contingencies for avoiding mimicry in the PMO implementation and transformation.

Highlights

A Project Management Office (PMO) is a contemporary structure for organizing companies in order to reach projects results. It is an organizational unity created in response to a perceived need [1].It is commonly designed to facilitate the activities of Project Management (PM) and to improve an organization’s performance by managing the project portfolio according to corporate strategy [2]
Our results suggest an intrinsic relationship among PM performance and stakeholders’ satisfaction as an answer to understanding why a PMO changes
DESCRIPTION OF STAGES OF THE PMO EVOLUTION Table 2 presents a summary of the PMO’s evolution stages and characterizes it according to the data gathered under our research model previously presented

Summary

Introduction

Project Management Office (PMO) is a contemporary structure for organizing companies in order to reach projects results. It is an organizational unity created in response to a perceived need [1].It is commonly designed to facilitate the activities of Project Management (PM) and to improve an organization’s performance by managing the project portfolio according to corporate strategy [2]. Studies analyzed different aspects of the PMO, such as its integrative role in the front end of innovation [8]; its knowledge broker characteristic [9], [10], [11], [12], [13]; its function in the project portfolio management [14], [15], [16], [17], [85]; and in the project management maturity [7], [18], [19].

Objectives

Findings

Discussion

Conclusion