Role Of Project Management Office Research Articles

Evaluating the Role of Project Management Offices (PMOs) in Large-Scale Construction Projects: Insights from Construction Industry Professionals

This research paper evaluates the role of Project Management Offices (PMOs) in large-scale construction projects, with insights from construction industry professionals. The study's main objective was to bridge the gap in literature by obtaining direct perspectives from those managing these projects. A structured online survey, encompassing both quantitative and qualitative questions, was administered to a diverse group of professionals. The analysis, conducted using statistical software for quantitative data and thematic analysis for qualitative insights, led to several key findings. PMOs were perceived as highly effective in aligning project objectives, resource allocation, process standardization, communication facilitation, and risk management. Notable challenges included resistance to change, inadequate senior management support, resource constraints, and project complexity. PMOs positively impacted project timelines, budget management, stakeholder engagement, and quality of deliverables. High integration of sustainability practices and moderate to high adoption of innovative technologies were also observed. Key success factors for PMOs included effective leadership, clear objectives, skilled teams, robust risk management, and effective stakeholder communication. Over 89% of respondents were satisfied with PMO performance. The study contributes to the existing body of knowledge by providing practical insights and confirming the critical role of PMOs in the success of large-scale construction projects. It highlights the importance of PMOs in driving sustainability and technological advancements, thus offering actionable guidance for enhancing PMO effectiveness in the construction industry.

The role of project management office (PMO) manager: A qualitative case study in Indonesia

The role of project management office (PMO) manager: A qualitative case study in Indonesia

The Role of Project Management Office in Managing Project Portfolio Managem ent: A D escriptive S tudy i n Indonesian B anks

Purpose: This paper presents a preliminary study of the complete research to explore how strategic initiatives are implemented in Indonesian banks. It has the aim to descriptively compare the Project Portfolio Management (PPM) Capabilities and bank performance between banks that are applying Project Management Office (PMO) practices and not.
 Design/methodology/approach: Empirical research has been performed through a survey using questionnaires to define the contribution of formal project management office practices in managing strategic initiatives in Indonesian banks. The data from 82 banks from a total of 115 banks in Indonesia based on the list of Indonesian Financial Authority were collected and analyzed using descriptive analysis with help of statistical tools SPSS 22.
 Findings: As a preliminary stage, this paper found that banks with formal project management office practices tend to be more effective in managing their strategic initiatives.
 Research limitations/implications: However, further analysis still needs to be performed to explore how project PPM capabilities and PMO practices influence the bank's performance positively.
 Originality/value: This study introduces how the project management office and project portfolio management practices in Indonesian Banks at glance and how its comparison those with and without project management practices.

PROJECT MANAGEMENT OFFICE IN THE PUBLIC SECTOR: A CONCEPTUAL ROADMAP

Most public institutions nowadays use projects to implement their development activities. Based on in-depth literature review, this paper presents a conceptual model for establishing Project Management Office (PMO) in public sector. The paper analyses the role of PMO in successful project management, the value of PMO with the focus on the PMO in public sector, and presents a summary of theoretically proven and in practice validated project management methodologies, models and approaches. Based on systematic literature review and almost 20 years of working experience in the field, the main result of this paper is the nine-stage model for establishing of PMO in public sector. Finally, the paper emphasizes the necessity of dedicated time and resources, as well as a support of experts, training, infrastructure, government, and decision-makers.

AN EXPLORATORY CASE STUDY TO VALIDATE A METHOD FOR INVESTIGATING THE ROLE OF PMOS IN KNOWLEDGE TRANSFER

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.

The role of project management office in developing knowledge management infrastructure

PurposeKnowledge management (KM) is regarded as an essential factor in project-based organizations (PBOs), leading to organizational learning across projects. Over recent years, most PBOs have inserted project management offices (PMOs) into their hierarchical charts to manage their projects much more coherently. These offices can correspondingly provide KM facilities in PBOs. Thus, this study aimed to analyze the relationship between PMO functions and KM infrastructure, as KM enablers in organizations, in Iranian oil and gas upstream PBOs.Design/methodology/approachA two-phase quantitative survey strategy was exercised in this research. The first phase was to investigate the relationship between PMOs and KM infrastructure and to prioritize PMO functions and KM infrastructure based on their existing implementation/establishment status in Iranian oil and gas upstream PBOs. The research participants, identified through the website of the National Iran Oil Company (NIOC), were comprised of 46 oil and gas upstream PBOs which applied for exploration and production (E&P) certificate in Iran in 2016 and 2017. Accordingly, a total number of 46 questionnaires were submitted to the aforementioned companies with a return rate of 41 cases. The second phase was fulfilled questioning 19 Iranian oil and gas industry experts to determine the one-to-one effect of PMO functions on KM infrastructure and to verify the first-phase results.FindingsThe results indicated a strong relationship between PMO functions and KM infrastructure. This relationship was significant with regard to “practice management” and “technical support”, having the most considerable connections with KM infrastructure. According to the first-phase results, the main functions of PMOs in Iranian oil and gas industry were “practice management” and “technical support”. Considering KM infrastructure, “structure” showed the lowest mean value while “culture”, “human resources” and “processes and procedures” obtained the highest scores. The results also demonstrated that PMO functions could lead to more improvements in “processes and procedures”, as a sub-component of KM infrastructure, compared with other sub-components. Furthermore, the oil and gas industry experts believed that “organizational culture” in KM could be shaped by most of PMO functions.Originality/valueThis study fulfilled the need for exploring the relationship between PMO functions and KM since academic literature lacked a thorough investigation, to the best of authors' knowledge, pertaining to the effects of PMO functions on KM development in oil and gas PBOs.

THE ROLE PLAYED BY PMOs IN THE TRANSFER OF KNOWLEDGE BETWEEN PROJECTS: A CONCEPTUAL FRAMEWORK

Projects are unique, temporary structures that produce unique knowledge. For organisations to gain competitive advantage, this knowledge needs to be transferred effectively between projects. Knowledge transfer across projects is thus an important and decisive competitive factor. However, project teams typically focus on short-term project goals, and often fail to regard capturing and transferring project knowledge between projects as important for the long-term benefit of the organisation. This theoretical study argues that Project Management Offices (PMOs) play an important role by supporting and facilitating the flow of knowledge between projects. A conceptual framework depicting the role of PMOs in the transfer of knowledge between projects is presented here, while empirical results will be reported on in a sequel to this paper.

Project management office in non-governmental organizations: anex post factostudy

PurposeThe purpose of this paper is to explore the influence of project management offices (PMO) in non-governmental organizations (NGOs), in fundraising linked to projects, under the theoretical lens of the resource-based view.Design/methodology/approachThrough a longitudinal analysisex post factostudy in a non-profit civil association, the authors examined by Mann-Whitney’s U tests the results before (2003-2008) and after (2009-2014) PMO implementation, to check if the office moderated the relationship between project management and fundraising for projects.FindingsMann-Whitney’s U tests showed that PMO had, in those periods, a statistically significant influence in increasing the number of projects and decreasing the mean value of their budgets (p-value<0.05).Originality/valueDespite the wide range of studies on the contribution of PMOs to internal project management, there is a lack of empirical evidence on their moderation capacity, especially in NGOs. To fill this research gap, this study investigates the moderating role of PMO in NGOs, by examining their performance on fundraising processes, to contribute to a better understanding of potential PMO effects, particularly as a moderator of the relationship between project management and projects’ fundraising.

The Role of Project Management Office in the Organization with the Knowledge Approach

Nowadays, utilization of project management is unavoidable for efficient use of resources and increased productivity. An organization unit called Project Management Office will be responsible for systematic development projects. Since the organizations have different dimensions and structures, project management offices are different in terms of their structural and functional characteristics. The present study investigates the project management offices as the potential knowledge agent between projects, and the project's top management. The purpose of this review is introduction of project management offices, roles, tasks, operations from the perspective of sharing knowledge And discovering whether or project management office can answer the needs of project managers in knowledge sharing or not. This article is going to present a field theory based on a better understanding of organizational project management. The following, implementation steps of the project management office in the organization and the status of this organizational unit will be discussed. DOI: 10.5901/mjss.2015.v6n6s6p11

Determining the Role of Project Management Office in the Success of Project-Based Organizations

The present research investigates the role of project management office in project efficiency and thus its success. The statistical population used in this work includes construction corporations active in the Iran construction industry and familiar with the concept of project management office. In such organizations, existence of the project management office and the success of their projects is firstly assessed and the role of the project management office in success of the organization’s project as well as comparison of them with each other is then studied. For this purpose, a quantitative research methodology in the form of survey, along with designing a questionnaire with the help of 5-point Likert scale have been used. The results obtained indicate the existence of a highly strong linear relationship between the existence of project management office and the success of project. The results also show that the more highlighted the features of this office such as methods and standards for project management, project history archive, cooperation between employees/human resources office, project management educating and project administrative support, the more the success aspect of the project will be. Finally, the mentioned inferential statistics and qualitative features lead to generation of practical guidelines for organizations which have or are seeking to establish project management office. DOI: 10.5901/mjss.2015.v6n6s2p325

Study on the Impact of PMO for Multi-Project Management of Contracting Construction Enterprises — Based on Structural Equation Model

13 key factors, which affected the ability of Project Management Office (PMO) and multi-project management, were extracted through literature reading and expert interviewing. Based on three aspects of assumptions, Structural Equation Model was used to build the structure model that PMO influence on multi-project management of contracting construction enterprises. The relationship among PMO, Program and Project Portfolio were analyzed on the basis of questionnaire survey on the 238 the national excellent project manager and high-level business executives. The results show that the most important function of the PMO is coordination management, the second is the risk forecasting and management, the third is information processing and finally is resource allocation. Consequently, the PMO can support the multi-project management, the Influence degree of PMO for project portfolio is the largest, followed by the program management, and single project management is the third one. With the increasing of project amount, difficulty and complexity, and the role of PMO is more significant.

A representação social do escritório de gerenciamento de projetos na percepção de profissionais da área

Diversas organizações têm implantado escritórios de gerenciamento de projetos (PMO) em suas estruturas. Desta forma, o objetivo do presente artigo é investigar a percepção que profissionais da área de gerenciamento de projetos possuem sobre os escritórios de gerenciamento de projetos. O levantamento dessa percepção foi efetuado tendo como base a teoria das representações sociais. Assim, este trabalho identificou, por meio do método de evocação de palavras associado à teoria das representações sociais, as percepções de 716 profissionais de gerenciamento de projetos, relacionadas ao conceito de escritório de gerenciamento de projetos. Por intermédio da análise das percepções manifestas nesse levantamento, a pesquisa concluiu que a representação social que os profissionais de gerenciamento de projetos fazem acerca do escritório de gerenciamento de projetos é similar à conceituação do papel do escritório de gerenciamento de projetos segundo os guias consagrados de boas práticas de gerenciamento de projetos, o que demonstra um alinhamento entre teoria e prática no que tange ao papel dos escritórios de projeto no Brasil. No entanto, o artigo também identificou uma grande diversidade de expressões caracterizando a representação social do PMO, o que poderia demonstrar uma falta de consenso acerca do real papel dessa estrutura organizacional.

The role of project management offices (PMOs) in IS project success and management satisfaction

PurposeOrganisations are increasingly using project or programme management offices (PMOs) to co‐ordinate activities across information system (IS) projects. The purpose of this paper is to explore how the presence of PMOs and their involvement in IS projects relates to project success and to senior management satisfaction with those projects.Design/methodology/approachThe study uses an exploratory survey method to consider the relationship of both the presence of a PMO and the involvement of the PMO in five key practices that span the project life‐cycle on project success and management satisfaction.FindingsCounter‐intuitively, it is found that the presence of a PMO reduces senior management satisfaction with IS projects and has no effect on the overall success rates of those projects. The study draws on ideas of escalation of commitment to explain this finding.Practical implicationsThe findings suggest that it is more important for PMOs to be involved at the start and at the review stage of projects, rather than in the on‐going monitoring, which is where much of their current focus is.Originality/valueThis study is the first, that the authors are aware of, to identify a reduced level of management satisfaction associated with the presence of a PMO. It is also the first study to consider PMO involvement at the level of key project practices and hence to be able to suggest how to understand and address the reduced management satisfaction identified.

Project management office a knowledge broker in project-based organisations

Current research into project management offices (PMOs) has stressed the PMOs' potential to act as knowledge brokers between projects, and between project and top management. Nonetheless, the literature does not provide sufficient evidence of the brokering role of PMOs. The research reported here aims to examine PMO's functions from a knowledge sharing perspective and explore whether or not these functions reflect the knowledge sharing needs of project managers (PMs). These issues are investigated through a cross-case analysis of seven organisations. The main contribution is insight into how PMs share knowledge and awareness of the need to structure PMOs to align with PMs' nature, needs and expectations in order to improve knowledge sharing in PBOs. Finally, some practical steps for helping PMOs to better adapt their functions to the needs of PMs and their learning and knowledge sharing style are proposed.

The role of project management office in the multi-project environment

The number of projects run by companies has increased significantly over the last two decades. Therefore, apart from the challenges associated with single-project realisation, the multi-project environment created new issues that companies have needed to address. In the mid-90s of the last century, the concept of project management office (PMO) was proposed to support companies simultaneously managing numerous projects. This article discusses the role of PMO as a facilitator of the activities supporting operations in the multi-project environment. The results of the study of PMO cases are presented according to the needs addressed to them by companies.