THE ROLE OF THE PROJECT MANAGEMENT OFFICE IN KNOWLEDGE TRANSFER IN A MATRIX-STRUCTURED ORGANISATION: A CASE STUDY

Ngonidzashe Gomo,Herman Steyn,Cornelis Cristo Van Waveren

doi:10.7166/32-4-2517

Abstract

The knowledge transfer role of a project management office in a matrix-structured telecommunication organisation was investigated by means of focus groups and interviews, and the results were analysed with ATLAS.ti software. The results confirmed the key role that the project management office plays in knowledge transfer. Corporate culture was found to have a greater effect on knowledge transfer than the type of organisational structure. Conflicts and other challenges typical of matrix structures did not necessarily hinder knowledge transfer, and even contributed to it. The knowledge transfer roles of the project management office were primarily perceived as a moderator of the transfer of technical information and a mediator of project and business knowledge.

Highlights

A customary error in project management is to assume that each project is unique, and so knowledge cannot be transferred between projects [1]
16 themes were identified that described the relationships between the project management office (PMO), the projects, and the functional areas in the matrix structure of the case organisation
Project manager 1 (PM1) and Project manager 2 (PM2) believed that the deliberate conversion of tacit knowledge to explicit knowledge was lacking, while Project manager 3 (PM3) believed that these processes fulfilled the mediating function of the PMO: “We have had instances where we faced challenges of ensuring smooth knowledge transfer, but we addressed those by putting clear laid out processes to facilitate handover” (PM3)

Summary

Introduction

A customary error in project management is to assume that each project is unique, and so knowledge cannot be transferred between projects [1] Owing to their temporary nature, projects focus on creating specific deliverables within a time limit; but insights from previous projects can often be gleaned and adopted in future projects. Knowledge transfer (KT) facilitates disseminating information between projects; but that facilitation requires favourable conditions [2], including an organisational structure that provides an environment for project processes. Such structures for project organisation can be classified as functional, matrix, or projectised [3]. This paper explores how a project management office (PMO) functions in the knowledge transfer process of a matrix organisation

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Results

Conclusion