An Exploratory Case Study to Validate a Method for Investigating the Role of Pmos in Knowledge Transfer

Abstract

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. OPSOMMING 'n Konseptuele model vir die rol van 'n projekkantoor in die verbetering van die bruikbaarheid van inligting wat tussen projekte oorgedra word, word voorgestel, en 'n metode om die rol van projekkantore in die oordrag van kennis te ondersoek is gevalideer. Die geval van 'n projekkantoor in 'n multinasionale ingenieursmaatskappy is gekies, en 24 kodes in drie temas is geïdentifiseer deur kwalitatiewe ontleding van 'n semi-gestruktureerde onderhoud. Voorlopige ondersteuning is gevind vir drie proposisies aangaande drie veranderlikes-naamlik, die artikuleerbaarheid van kennis, die bruikbaarheid van kennis, en die rol van die projekkantoor. Die studie het 'n gevalstudie protokol vir toekomstige ondersoek na die rol van projekkantore in die bruikbaarheid van kennis wat tussen projekte oorgedra word, verfyn.

The mediation role of the PMO in the transfer of knowledge between projects – a case study of five PMOs

“…Respondents from all the five cases corroborated findings by Cummings and Teng (2003) that less articulate knowledge is difficult to transfer and diffuse, and vice versa. The respondents further agreed that the establishment of the level of articulability should be the first step taken by the PMO before exploring, exploiting and transferring the knowledge since the articulability of knowledge influences the PMO's mediation role (Tshuma et al ., 2020). The KM infrastructure and processes to be adopted to transfer knowledge are informed by the level of articulability of knowledge.…”

“…Tacit knowledge is often transferred using the personalization strategy. The transfer of tacit knowledge, which is mostly less articulate (Cummings and Teng, 2003; Tshuma et al ., 2020) is more often done using this strategy. As reiterated by Fong and Kwok (2009), both strategies can coexist and the proportion of the two approaches varies from organization to organization and also depends on the magnitude and the level of articulability of knowledge.…”

“…The PMO through its mediation role plays a significant role in ensuring the effective transfer of knowledge with different levels of articulability so that its usability is improved (Tshuma et al ., 2020). This often leads to successful KT and attainment of competitive advantage (Lubit, 2001; Haas and Hansen, 2005; Argote and Tepper, 2016) needed to sustain and grow PBOs (Hurt and Thomas, 2009).…”

“…Results from this case study show that the articulability of knowledge influences the PMO's mediation role. This goes to show why PMOs are frequently restructured and transformed (Aubry et al , 2010; Hobbs and Aubry, 2007) – their roles are not fixed due to the ever-changing environment, objectives, requirements and needs, and in this context, due to the differences in the level of articulability of knowledge to be transferred (Tshuma et al ., 2020). The alignment of KM infrastructure and processes to the codification and personalization KT strategies through the PMO's mediation role is shown in Table 1.…”

“…Knowledge usability therefore increases as more articulate knowledge is transferred. It is therefore, what the PMO does to knowledge with different levels of articulability that determines the usefulness or extent of use of the knowledge (Tshuma et al ., 2020). Projects produce knowledge with different levels of articulability (Fernie et al , 2003; Tshuma et al , 2018).…”