An exploration of project management office features and their relationship to project performance

Dai, Christine Xiaoyi; Wells, William G.

doi:10.1016/j.ijproman.2004.04.001

Cited by 255 publications

(225 citation statements)

References 4 publications

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“…As shown in Table 2, a correlation analysis of the presence of a PMO with the expressed overall success rate of projects showed no significant relationship. This finding is consistent with earlier studies (Dai and Wells, 2004;Martin et al, 2007), who found that having a PMO did not appear to improve the success of projects. The results presented in Table 2 therefore suggest that, as others have found, having a PMO is not related to the success of projects but, perhaps unexpectedly, it is related to a reduction in management satisfaction.…”

Section: Pmo and Overall Project Success And Management Satisfactionsupporting

confidence: 92%

“…Dai and Wells (2004) found no link between these whilst Martin et al (2007) found a weak link, with the existence of a PMO being associated with adherence to project budgets, but not to project timescales or improved project quality and Unger et al (2012, p.617) found 'a strong positive and direct effect….on single project success'.…”

Section: Effectiveness Of Pmosmentioning

confidence: 98%

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

Ward

Daniel

2013

Journal of Enterprise Information Management

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School (OUBS). Prior to joining OUBS in 2005, she worked in the IS ResearchCentre at Cranfield School of Management. Elizabeth's research has addressed a number of areas including benefits management and IS in marketing and supply chains. Recent work has included studies of home based online businesses and the uses of consumer and employee data. She has published many papers in leading academic journals and a number of management reports. 2 AbstractPurpose: Organisations are increasingly using project or programme management offices (PMOs) to co-ordinate activities across information system (IS) projects. This paper explores 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/approach: The 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. Findings:Counter-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 implications:The 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/value:This study is the first that we 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.

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Section: Pmo and Overall Project Success And Management Satisfactionsupporting

confidence: 92%

Section: Effectiveness Of Pmosmentioning

confidence: 98%

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

Ward

Daniel

2013

Journal of Enterprise Information Management

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“…It is associated with perception of established value by the tradeoff between benefits and sacrifices, and it is observed by the leadership that has guidance for business (Dai & Wells, 2004;Carneiro et al, 2005;Borges & Carvalho, 2011;Kerzner, 2011;Ramos, 2013;Spalek, 2013), being influenced by the parsimonious subset that consists of the "implementation strategies" (Strategy), the "capacitation and personnel training" (People) and "control of the operations environment in projects" (Operations), which have different dimensions that function as dynamic elements for the composition to the Project Management Office (PMO) performance. The hypothetical model is introduced in Figure 1.…”

Section: Project Management Office Performancementioning

confidence: 99%

Estratégia, Pessoas e Operações como agentes influenciadores do desempenho do Escritório de Gerenciamento de Projetos: uma análise por meio da Modelagem de Equações Estruturais

Oliveira

Martins

2018

Gest. Prod.

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Palavras-chave: Escritório de Gerenciamento de Projetos; EGP; Desempenho; Modelo Conceitual; MEE-PLS. Abstract:The environment in which organizations operate is shown increasingly complex and competitive, leading companies to structure themselves in order to get quick, flexible and innovative responses. Projects are important instruments for promoting change and development. Since the 1990s, it's been intensified in organizations the creation of the Projects Managements Offices, accepted by executive, which is the central point of support within the organization, so that work oriented by projects will be completed within the constraints of the business. The international research indicates the Project Management Office as a focus of interest, since the results found have not yet reached the answers needed to help professionals to solve their problems. This paper aims to evaluate the performance of the Project Management Office, from the constructs: "implementation strategies", "capacitation and personnel training" and "control of the operations environment in projects". The approach was a quantitative research in a single cross-sectional study and the conceptual model was examined with Structural Equation Modeling. The results indicate the degree of influence of constructs on Project Management Office performance, and people, is the most significant predictor, followed by strategies and finally operations.

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“…Não obstante, a pesquisa sobre EP é relativamente escassa na literatura acadêmica, embora seja farta na literatura gerencial (AUBRY; HOBBS; THUILLIER, 2007), em que o tema EP tem sido frequentemente abordado do ponto de vista de promover o conceito e oferecer um guia a empresas interessadas em criar um EP (CRAWFORD, 2002;KERZNER, 2002;ENGLUND;GRAHAN;DINSMORE, 2003). Na literatura acadêmica, há pesquisas voltadas a avaliar a contribuição de um EP no sucesso dos projetos (DAI;WELLS, 2004;LIU;YETTON, 2007) e descrever as características de EP (DESOUZA; EVARISTO, 2006; e os processos e fatores críticos de sucesso da criação ou atuação do EP (DESOUZA; EVARISTO, 2006;MAXIMIANO;ANSELMO, 2006). Nesta pesquisa, nosso interesse é entender quais são os fatores contextuais que direcionam a decisão de criar ou não criar um EP.…”

Section: Uma Perspectiva Sobre Escritórios De Projetosunclassified

“…2010• p. 142-167 • ISSN 1678-6971 MORE, 2003. O movimento em direção ao estabelecimento de EP ganhou força em 1994, e as empresas de tecnologia de informação (TI) ou as áreas de TI das empresas foram proeminentes nesse movimento (DAI;WELLS, 2004). Entretanto, como veremos nos estudos de caso, ainda hoje se observam empresas de grande porte, com elevados investimentos em TI, que optaram por não criar escritórios de projetos em suas áreas de TI e decidiram seguir outros caminhos para aprimorar sua competência em gerenciamento dos projetos de TI.…”

Section: Introductionunclassified

Um modelo conceitual da decisão de criação de escritório de projetos na área de TI

Spelta

Albertin

2010

RAM, Rev. Adm. Mackenzie

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Escritórios de projetos (EP) são entidades organizacionais às quais são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica desses investimentos, a criação dessas entidades começou a se intensificar na década de 1990. Muito embora grandes empresas tenham criado um EP na área de TI (EP-TI), outras optaram por não fazer isso. Este artigo apresenta um modelo conceitual dos direcionadores da decisão de criação de EP-TI, sugerindo que essa decisão depende da satisfação com a entrega dos projetos de TI, da satisfação com o controle do portfólio de projetos de TI, da importância estratégica do portfólio de projetos de TI e da opinião da direção da empresa sobre EP. O modelo foi desenvolvido indutivamente com base na literatura e em quatro estudos de casos. Esta pesquisa contribui para o desenvolvimento da teoria contextual de gerenciamento de projetos por meio do aumento da compreensão das situações em que a criação de EP-TI faz sentido e das situações em que não faz. Para a prática, o modelo conceitual pode ser uma ferramenta muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes.

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An exploration of project management office features and their relationship to project performance

Cited by 255 publications

References 4 publications

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

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

Estratégia, Pessoas e Operações como agentes influenciadores do desempenho do Escritório de Gerenciamento de Projetos: uma análise por meio da Modelagem de Equações Estruturais

Um modelo conceitual da decisão de criação de escritório de projetos na área de TI

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