Evolving the Project Management Office: A Competency Continuum

Hill, Gordon A.

doi:10.1201/1078/44705.21.4.20040901/84187.6

Cited by 90 publications

(93 citation statements)

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“…The degree of adoption varies depending on the industry; but there are no current studies that offer statistics for South Africa that indicate which industry is leading in the use and adoption of PMOs. Many companies have adopted a PMO to attain project management supervision, control, monitoring, support, and alignment [9]; but the true benefits, or the inherent value, have been intangible. The value and benefits of the PMO have been scrutinised and have been the subject of recent academic papers and international research reports.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Khalema

Waveren

Chan

2015

SAJIE

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The Project Management Office (PMO) has been associated with organisational project management competence. However, there is a lack of empirical evidence to support this perception. This study examines the relationship of PMO maturity and the nine knowledge areas that describe Organisational Project Management (OPM) by collecting data from 129 PMO executives, staff, and project managers in South African Government Infrastructure Departments (SAGID) using a structured questionnaire. The results show that a PMO's 'strategic' maturity has the highest impact on all nine areas of OPM. It is thus recommended that public organisations need to accelerate the strategic maturity of their PMOs to benefit from them. OPSOMMINGDie projekbestuurkantoor word met organisatoriese projekbestuurbevoegdheid assosieer. Daar is egter min empiriese bewysstukke om hierdie persepsie te regverdig. Die verwantskap tussen die projekbestuurkantoor volwassenheid en die nege kundigheidsareas wat organisatoriese projekbestuur volgens die Project Management Institute (PMI) beskryf, word ondersoek deur inligting van 129 projekbestuurkantoor uitvoerende beamptes, personeel en projekbestuurders in die Suid-Afrikaanse Regering se Infrastruktuur Departemente te versamel met 'n gestruktureerde vraelys. Die resultate wys daarop dat die projekbestuurkantoor se strategiese volwassenheid die grootste invloed op al nege die kundigheidsareas het. Dit word dus aanbeveel dat publieke organisasies die strategiese volwassenheid van hul projekbestuurkantore versnel om sodoende die meeste baat daarby te vind.

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Section: Theoretical Backgroundmentioning

confidence: 99%

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Khalema

Waveren

Chan

2015

SAJIE

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“…Resource domain is comprised of project manager selection, team member recruitment, resource allocation and project budget planning. Based on prior studies, Hill (2004) categorized the functions of PMO into the five categories. Hill's classification of PMO's role is known to be one of the most specific and comprehensive.…”

Section: Project Management Office (Pmo)mentioning

confidence: 99%

“…Hill's classification of PMO's role is known to be one of the most specific and comprehensive. This study, therefore, adopted the categories of PMO functions defined by Hill (2004) in order to evaluate the efficiency of PMO. Hill's classification of the functions of PMO comprises five main domains, as shown in Table 2: practice management, infrastructure management, resource integration, technical support, and business alignment.…”

Section: Project Management Office (Pmo)mentioning

confidence: 99%

“…To evaluate the relative efficiency of each PMO, five PMO functions defined by Hill (2004) were used as input factors and four project outcomes were selected as output factors. The five functions defined in the study of Hill (2004) comprise practice management, infrastructure management, resource integration, technical support and business alignment.…”

Section: Selection Of Input and Output Factorsmentioning

confidence: 99%

“…The five functions defined in the study of Hill (2004) comprise practice management, infrastructure management, resource integration, technical support and business alignment. The detailed description of these input factors was as follows.…”

Section: Selection Of Input and Output Factorsmentioning

confidence: 99%

See 2 more Smart Citations

Efficiency Analysis of Project Management Offices for Large-scale Information System Projects: Insights for Construction Megaprojects

Park

Kim

2015

CEB

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In this study, the efficiencies of Project Management Offices (PMOs) in large-scale information system (IS) projects are addressed by using data envelopment analysis. Moreover, the potential improvement levels for each input and output factors of inefficient PMOs are examined. The effects of performance levels of PMO functions on project outcomes with respect to efficiency levels are also analyzed. A total of forty-nine PMOs are analyzed for this study. The result shows that twenty-four PMOs are found to be efficient. As a result of analyzing the impact of efficiency on project performance depending on the functional levels of PMOs, those groups with a high degree of efficiency show higher outcomes compared with the groups with a low degree of efficiency regardless of the functional levels of PMOs. Furthermore, the gap in outcome between the groups with a high degree of efficiency and the groups with a low degree of efficiency is maintained at almost the same level, regardless of the functional levels of PMOs, with the exception of the case of practice management. This indicates that even those groups with a low degree of efficiency could expect high outcomes in terms of schedule and cost compliance if their level of practice management is high.

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Drug Development in Biotechnology and How We Can Do It Better

Linna

2010

Portfolio, Program, and Project Management in the Pharmaceutical and Biotechnology Industries

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Evolving the Project Management Office: A Competency Continuum

Cited by 90 publications

References 0 publications

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Efficiency Analysis of Project Management Offices for Large-scale Information System Projects: Insights for Construction Megaprojects

Drug Development in Biotechnology and How We Can Do It Better

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