Benchmarking of Project Management Office Establishment: Extracting Best Practices

Andersen, Bjørn; Henriksen, Bjørnar; Aarseth, Wenche

doi:10.1061/(asce)0742-597x(2007)23:2(97)

Cited by 47 publications

(48 citation statements)

References 2 publications

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“…However, in these cases, many functions are found to be overlapping and interconnected. In between these extremes, there are studies dis-cussing a moderate number of functions; for example, Dai and Wells (2004) and Andersen et al (2007) investigated six main functions.…”

Section: An Overview Of the Pmo Literaturementioning

confidence: 99%

“…Hobbs and Aubry, 2007;Kropf and Scalzi, 2008). Training and education are often mentioned in terms of providing internal or external education in order to develop basic and general PMrelated competencies (Andersen et al, 2007;Pemsel and Wiewiora, 2013). However, several authors suggest that this function should involve more specific assistance and mentoring, for example, in employing PM standards and methodologies (e.g.…”

Section: Consulting and Educationmentioning

confidence: 99%

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Explorative and exploitative learning in project-based organizations: improving knowledge governance through a project management office?

Eriksson¹,

Leiringer²

2015

Engineering Project Organization Journal

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Organizational learning, in terms of both explorative learning within projects and exploitative learning across projects, is of strategic importance for project-based organizations (PBOs) in industries involving production of complex product systems (CoPS). In this conceptual article, we discuss and reflect on how organizational learning may be addressed in PBOs by the establishment of formal knowledge governance mechanisms in a project management office (PMO). Prior literature on PMOs has discussed a broad and diverse range of PMO functions, without conceptually reflecting on their interdependencies. Here, we synthesize the literature into seven main functions. From an organizational learning perspective, we identify significant synergies among the functions of Developing and maintaining a lessonslearnt database, Developing and maintaining project management standards and methods, Consulting and education, and Strategic management. We reflect on how a PBO may establish a centralized PMO utilizing these four systemic learning-related functions as knowledge governance mechanisms, in order to facilitate explorative and exploitative learning through articulation and codification of knowledge. There are also synergies among the three remaining functions, project resource management, monitoring and control, and project portfolio management. These three functions are, however, control related and could be detrimental to place within a centralized PMO focusing on organizational learning.Keywords: Exploration and exploitation, organizational learning, project-based organizations managing both explorative intra-project learning and exploitative inter-project learning (e.g. Keegan and Turner, 2001;Brady and Davies, 2004) and it is on this literature that this article seeks to build.The challenge of managing exploration and exploitation is particularly relevant in PBOs involved in production of complex product systems (CoPS), such as offshore oil platforms, aeroplanes, shipbuilding, IT and mobile telephone systems, and large building and civil engineering projects (Hobday, 2000;Prencipe and Tell, 2001). In CoPS industries, innovation and explorative intra-project learning are critical aspects for developing and delivering complex and customized products that satisfy evolving customer demands. At the same time, exploitative inter-project learning is necessary to achieve efficient use of limited project resources. These kinds of projects, however, involve highly time-bound social interaction, discrete forms of non-repeatable activity, formal objectives and one-off tasks. They, thus, typically lack the strong ties, continued participation and common identities that characterize the communitybuilding effects found in localized, ongoing, and more routine work activities. Accordingly, project members often lack motivation for a retrospective analysis of their past experiences (von Zedtwitz, 2001), and have little incentive to transfer project learning to the parent organization (Swan et al., 2010; Javer-nick -Will, 2011). Indeed,...

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Section: An Overview Of the Pmo Literaturementioning

confidence: 99%

Section: Consulting and Educationmentioning

confidence: 99%

Explorative and exploitative learning in project-based organizations: improving knowledge governance through a project management office?

Eriksson¹,

Leiringer²

2015

Engineering Project Organization Journal

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“…Each improvement project has its own unique objectives and resources. However, the scope of these projects frequently overlaps and care must be taken to ensure their coordination (Andersen, Henriksen and Aarseth, 2007;Cummings and Worley, 2009) -Comparable Lesson Learned from XYZ Company: Project Excellence Program from the project management office and the project carried out by the human resource office for improving project and program managers' competency were underway concurrently in a specific period of time. In addition to having some individuals on the steering committee of both projects, several meetings were held between the two teams both before and during the implementation phase.…”

Section: Practical and Empirical Contributionmentioning

confidence: 99%

Evolution of project based organization: A case study

Kwak

Sadatsafavi

Walewski

et al. 2015

International Journal of Project Management

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Little research has been conducted on how project-based organizations navigate internal and external pressures to develop and improve project competences over time. Using a cases study approach, this paper examines the development and implementation of project based organization over a period of 30 years. Overall, the evolution of project management competencies in the organization broadly followed the prevailing approaches in improving organizational management practices uncovered in review of literature. The organization's capability to adopt and implement project management frameworks improved over time as senior managers became more masterful at matching improvement actions into the organizational context. This research also presents how a systematic approach of project management maturity models for identifying and implementing project management practices and processes can increase the effectiveness and comprehensiveness of overall management practices. The study concludes with a series of recommendations in further improving project management practices and processes in project-based organizations.

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“…There seems to be an academic effort to list what their characteristics, responsibilities, and similar tasks are (Aubry, Müller, Hobbs, & Blomquist, 2010). It has been suggested that this type of office facilitates knowledge transfer (Andersen, Henriksen, & Aarseth, 2007) and the comparability among the managed projects (Andersen, Henriksen, & Aarseth, 2007).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

O impacto do escritório de gestão de projetos na pesquisa científica

Junqueira

Passador

2019

Rev. Adm. Pública

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Resumo O objetivo deste artigo é demonstrar que o escritório de gestão de projetos, uma unidade organizacional reconhecida pelo guia Project Management Body of Knowledge (PMBOK®), pode apoiar o cientista na gestão de projetos de pesquisa, de modo que ele se dedique a outras atividades. Para testar a hipótese, detalha-se o marco teórico e a coleta de dados de projetos financiados pela Fundação de Apoio à Pesquisa no Estado de São Paulo (Fapesp) e executados na Faculdade de Medicina de Ribeirão Preto da Universidade de São Paulo (FMRP-USP) no período de 2009 a 2015. O estudo mostrou que os cientistas teriam cumprido os requisitos exigidos pela agência de financiamento sem esse apoio; porém, o escritório impactou a gestão financeira do projeto, uma iniciativa alinhada às práticas de universidades estrangeiras, nas quais o suporte a cientistas já se tornou parte rotineira do apoio institucional.

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Benchmarking of Project Management Office Establishment: Extracting Best Practices

Cited by 47 publications

References 2 publications

Explorative and exploitative learning in project-based organizations: improving knowledge governance through a project management office?

Explorative and exploitative learning in project-based organizations: improving knowledge governance through a project management office?

Evolution of project based organization: A case study

O impacto do escritório de gestão de projetos na pesquisa científica

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