Integrated Framework for Project Management Office Evaluation

Szalay, Imre; Kovács, A.; Sebestyén, Zoltán

doi:10.1016/j.proeng.2017.08.033

Cited by 18 publications

(9 citation statements)

References 12 publications

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“…Tão complexa quanto as próprias organizações, a tentativa de agrupar estruturas específicas de gerenciamento de projetos que cobrem EGP é muito difícil, se não impossível, devido às diferenças significativas entre os EGP (Aubry et al, 2008;Hobbs e Aubry, 2007). Muitos modelos foram propostos e construídos em torno da tipologia dos EGP (Monteiro et al, 2016;Szalay et al, 2017). No entanto, esses autores argumentam que, como os EGP são estruturalmente configurados de maneira diferente nas organizações, torna-se difícil encontrar uma maneira padrão de tipificá-los.…”

Section: Modelos Ou Tipos De Egpunclassified

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Best practices in implementing a project management office: a systematic review of the literature

Pinto

Mello

Spiegel

2020

S&G

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Highlights: Project management office (PMO) is structurally configured in a particular way to adapt to the peculiarities of each organization and its strategic objectives, in order to promote project management practices. The purpose of this article is to explore the best practices for project management office implementation. A systematic literature review was conducted using 104 documents published between 2000 and 2018. The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Goal: The purpose of this article is to explore the best practices for project management office implementation.Design/Methodology/Approach: A systematic literature review was conducted using 104 documents published between 2000 and 2018.Results: The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Limitations of the investigation: Other factors related to PMO, such as the implementation phases, maturity models, process groups, and organizational variables that affect PMO.Practical implications: It is observed that there are relevant issues in PMO implementation structuring that are not consolidated, making it difficult for organizations to base their implementation on the available theoretical frameworks.Originality/value: As a result, it became evident that there is a lack of standardization of those characteristics related to the PMO; and that the so-called "best practices" require more academic studies before they can be established.

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Section: Modelos Ou Tipos De Egpunclassified

“…Szalay et al (2017), em seu estudo exploratório, apresentam os serviços típicos do EGP. No entanto, os autores enfatizam que, além desses serviços iniciais, há outros que precisam ser investigados.…”

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Best practices in implementing a project management office: a systematic review of the literature

Pinto

Mello

Spiegel

2020

S&G

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“…Standard project management practices include establishment of the "project management office" as a dynamic organizational entity and a significant participant in reaching the strategic achievements of companies (Szalay, Kovacs, & Sebestyen, 2017).…”

Section: Introductionmentioning

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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“…As a starting point in our earlier publication [1] along with the quest for the determination of a standardized, integrated, and comprehensive framework, we defined a Project Management Office (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 Available online at 2019.creative-construction-conference.com/proceedings/…”

Section: Introductionmentioning

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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Integrated Framework for Project Management Office Evaluation

Cited by 18 publications

References 12 publications

Best practices in implementing a project management office: a systematic review of the literature

Best practices in implementing a project management office: a systematic review of the literature

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

Further Relevance Analysis of a General PMO Model

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