Organizational Design in Public Administration: Categorization of Project Management Offices

Abstract

The article aims to renew the classification system of PMOs within the context of organizational design and proposes an empirical categorization of PMOs based on types of projects: engineering and construction, information systems/information technology, business processes, and new product development. The research adopted a quantitative approach with a survey of 114 entities belonging to 42 departments and agencies within a single public administration. The findings show that this categorization system of PMOs has the potential to support the organizational design of PMOs in organizational context, structural characteristics, functions, and performance. This article contributes to the relevance of organizational design within the project management field.

The Effect of Stakeholders’ Satisfaction and Project Management Performance on Transitions in a Project Management Office

“…These researches also discussed the role of PMOs, which can vary from being focused on monitoring and controlling project activities to reporting to senior management in developing methodologies for PM. However, there is variance in these factors based on the sector and even under the same set of functions [1], [4]. Empirical data demonstrate that PMOs are difficult to typify [10], [25].…”

“…It is an organizational unity created in response to a perceived need [1].It is commonly designed to facilitate the activities of Project Management (PM) and to improve an organization's performance by managing the project portfolio according to corporate strategy [2]. The responsibilities range from being providers of project support functions to directly managing projects [3], [4]. A main area of PM research is related to the role of PMOs as enablers and conductors of organizational change [5], [6], [7].…”

“…Researches by [1], [4], [8], [9], [10], [12], [20], [21], [22], [23], [24] and [84] exemplified the multiplicity of functions performed by PMOs. These researches also discussed the role of PMOs, which can vary from being focused on monitoring and controlling project activities to reporting to senior management in developing methodologies for PM.…”

Upravljanje projektima - kancelarija za upravljanje projektima u funkciji korporativnog upravljanja u centralnim bankama

“…Наиме, одређене канцеларије су чисто услужне јединице, друге су управљачке јединице које врше директну контролу над пројектом, док трећи тип сарађује са својим стејкхолдерима по питању непрекидног усавршавања пројектног знања. Истраживања су показала да се услужни и контролни типови канцеларија чешће повезују са мање пословних иновација, потом да се већина високо иновативних ПМО појављује у облику партнерских канцеларија, док се највећи број ПМО генерално налази у контролној улози [41].…”

Desempenho Organizacional: Integração do Modelo Valor, Raridade, Imitabilidade e Organização com a Gestão de Projetos

“…A Implantação do Escritório de Projetos é importante, já que a função dessa estrutura organizacional é focalizar no desenvolvimento da visão atual e futura da gestão de projetos, na definição de seus princípios e na garantia da execução dos projetos, de forma consolidada e unificada. Trata-se de uma atividade que não está ao alcance de generalistas e que não pode ser realizada à base da improvisação (Kerzner, 2003;Dai & Wells, 2004;Müller, Glückler, & Aubry, 2013;Aubry & Brunet, 2016;Darling & Whitty, 2016). O sucesso nessa área depende da dedicação integral, da constante atualização em face dos avanços tecnológicos e da existência de uma Metodologia de Gerenciamento de Projetos, porque essa é um ativo customizado sobre as necessidades internas para auxiliar a gestão de projetos e, por isso, requer treinamento.…”