A Performance Evaluation Model for Project Management Office Based on a Multicriteria Approach

Viglioni, Tales G.A.; Cunha, José C.; Moura, Hermano Perrelli de

doi:10.1016/j.procs.2016.09.257

Cited by 13 publications

(22 citation statements)

References 13 publications

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“…We are going to research this relation aspect deeply after detailed definition is finished. Managing practices [5] Standards, Methodologies, Processes [24] Knowledge Management [24] Organizational Change Management [24] Stability in processes [27] Flexibility / adaptation / innovation in project management [27] Assessment by external entities [27] Links with external environment [27] Readiness [27] Development of skills and methodologies in project management [14] Gathering data about project progress and producing reports [29] Developing standards and processes [29] Encouraging (or enforcing where necessary) the use of those standards and processes [29] Developing and maintaining PM standards and methods [30] Developing and maintaining project historical archives [30] x…”

Section: Resultsmentioning

confidence: 99%

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Proposal for typology and definitions of service categories in a general PMO model

Szalay¹,

Kovács²,

Sebestyén³

2018

Creative Construction Conference 2018 - Proceedings

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The strategic importance of project management offices (PMOs) is not questionable therefore identifying the most specific and noticeable evaluation segments of PMOs leads to a better understanding of PMOs. As a starting point in our earlier publication along with the quest for the determination of a standardized, integrated, and comprehensive framework, we defined a PMO model summarizing grounding ideas of our research. This complex PMO model contains six building blocks that describe the complex role and status of PMO within the organization: the context (the environment of the PMO), the typology, the maturity, the internal processes of the PMO, the services, and the performance (the metrics of the PMO). This study concentrates on the services and the typology of a PMO, based on a deep dive in the different approaches of these two categories. We achieve this first by elaborating a clear description of them and secondly by analyzing the relationship between them and the other categories of the model. In our model, among the six categories 'typology' has the most direct connection to the organizational structure that a PMO serves. Following the analysis of state-of-the art and relevant publications about this category, we recognized that the typology has various definitions leading to diffuse meaning. This research clarifies this concept to give a proposal for the exact definition of typology. Publications on PMO 'services' do not emphasize the definition itself enough. Instead, they focus on the PMO responsibilities within an organization, the needs, and the objectives to achieve. Our research provides a collection of all the service elements, and different grouping concepts of them. In his study we suggest a unified list of PMO services, their descriptions, and a grouping approach in line with the aim of PMO operation.

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Section: Resultsmentioning

confidence: 99%

“…Monitoring and controlling projects [5] Project/Program Delivery Management [24] Control [27]Profit [27] Productivity [27] Monitoring and controlling of Project performance [14] Managing resources for projects [29] x x x x x…”

mentioning

confidence: 99%

Proposal for typology and definitions of service categories in a general PMO model

Szalay¹,

Kovács²,

Sebestyén³

2018

Creative Construction Conference 2018 - Proceedings

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“…Projects offices play variety of roles and accomplish functions, whose performance is related to strategic objectives achievement (Viglioni, Gunha, & Moura, 2016). Researches show that project offices can be the battlefield between power and control, between people and processes, and between interests of different stakeholders.…”

Section: Important Characteristics Of Project Officesmentioning

confidence: 99%

Ignificance Of Project Offices For Inter-Sectoral Partnership At Regional Level

Tsurkan¹

2019

The European Proceedings of Social and Behavioural Sciences

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“…It is absolutely key to select the right indicators, follow them, analyse the results, show and communicate the added value of PMO activities to the stakeholders. With this being set, we can have a clear framework on how [15] the PMO can serve the interests of project managers and stakeholders, and at the same time serve as a strategic framework within the company. With KPIs set, we would then consider that PMOs can clearly prove their added value and contribution.…”

Section: Performance Of Pmosmentioning

confidence: 99%

Further Relevance Analysis of a General PMO Model

Szalay¹,

Kovács²,

Sebestyén³

2019

Proceedings of the Creative Construction Conference 2019

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In our previous publications at this forum, on the one hand, we introduced and described a comprehensive project management offices (PMOs) model, and on the other hand, we conducted a deeper analysis of two elements of our model. With this series of articles, we are trying to underline the lack of the common categories and the conventional interpretation leading to a diverse discussion on PMOs. Our suggested PMO model contains six elements formed in a Celtic cross shape. In our latest paper we made a deep analysis of the typology and the service categories. The analysis was not only based on a qualitative literature review, but we have also used the publications as an input for a quantitative analysis. Continuing this approach in this presentation, we will dive deep in the remaining four elements of our model. The viewpoints and inputs for our analysis: 1. Category of Context (the environment of the PMO): industry and business model dependencies, impact of the organizational project knowledge and culture, PMO trends and PMO surveys from different sources 2. Category of Internal processes (of PMO): attempt to define a common set of process group for PMO, features of portfolio management software products 3. Category Performance (the metrics PMO): success factors, KPIs, expectations, balancing among business, project and operational metrics or emphasizing some of them 4. Category Maturity: compering different PMO and project maturity approaches to set up a practical and general proposal. Beyond making our model complete with all six elements analyzed, the presentation gives a brand-new part with the analysis of the relationships and dependencies among the elements.

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A Performance Evaluation Model for Project Management Office Based on a Multicriteria Approach

Cited by 13 publications

References 13 publications

Proposal for typology and definitions of service categories in a general PMO model

Proposal for typology and definitions of service categories in a general PMO model

Ignificance Of Project Offices For Inter-Sectoral Partnership At Regional Level

Further Relevance Analysis of a General PMO Model

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