Roadmap to Project Management Office (PMO) and Automation using a Multi-Stage Fuzzy Rules System

Amer, Magdi; Elayoty, Noha

doi:10.14569/ijacsa.2018.091061

Cited by 5 publications

(2 citation statements)

References 7 publications

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“…(4) F4: Develop common understanding in PM through training and competency development (Ward and Daniel, 2013;Zhang et al, 2011) (5) F5: Track and monitor the performance results and report to executives (Amer and Elayoty, 2018;Ozguler and Yilmaz, 2017;Parchami Jalal and Matin Koosha, 2015) (6) F6: Mentor project teams and address PM problems (Hurt and Thomas, 2009;Ko et al, 2015;Pansini and Terzieva, 2013) (7) F7: Governance of projects (Kutsch et al, 2015;Philbin, 2018) (8) F8: Select and manage project portfolios (Arumugam et al, 2013;Qi et al, 2014) (9) F9: Address risks between projects (Tales et al, 2016) ECAM 29,1…”

Section: Functional Capabilities and Benefits Of Pmos In The Construction Industrymentioning

confidence: 99%

The contribution of project management offices to addressing complexities in principal construction contracting

Ershadi

Jefferies

Davis

et al. 2021

ECAM

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PurposeThe purpose of this study is twofold: first, to identify major project management (PM) complexities in principal construction contracting; and second, to study the contribution of project management offices (PMOs) to addressing such complexities.Design/methodology/approachA two-stage research design was adopted through a structured literature review (SLR) and a qualitative survey study.FindingsThe two-stage study resulted in mapping out the contribution of 10 functional areas to 15 complexity factors that were retrieved from the literature and categorized using the TOE (technical, organizational and environmental) framework. Six outcomes including (1) facilitated processes, (2) improved decisions, (3) improved coordination, (4) enhanced alignment, (5) addressed uncertainties and (6) integrated oversight were identified that describe how PMOs can contribute to tackling complexities.Research limitations/implicationsSimilar to other qualitative studies, this study has some limitations in terms of the replicability of results. Regarding the exploratory nature of this study to explain the contribution of PMO to complexity, further quantitative surveys can be conducted using a larger sample to statistically examine the significance of proposed relations between capabilities and complexity factors.Practical implicationsThis study provides an understanding of the contribution of PMOs to tackling ever-increasing complexities embedded in construction contracting. The authors suggest requirements to be considered by professionals toward overcoming such complexities.Originality/valueAlthough prior studies have separately investigated PMO functions and PM complexities, this study explores the link between these two spheres to discuss one important application of PMO in this context.

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Section: Functional Capabilities and Benefits Of Pmos In The Construction Industrymentioning

confidence: 99%

The contribution of project management offices to addressing complexities in principal construction contracting

Ershadi

Jefferies

Davis

et al. 2021

ECAM

View full text Add to dashboard Cite

show abstract

“…The implementation of the performance indicators to control the project portfolio is among the most important assignments of the PMO and, consequently, the PPMO regarding the establishment of management standards. This analysis includes verifying the most suitable indicators for use and their detail level (Amer & Elayoty, 2018).…”

Section: Project Portfolio Managementmentioning

confidence: 99%

Performance indicators system for a metallurgical project portfolio management

Barbosa¹,

Oliveira²,

Cunha³

et al. 2021

Gest. Prod.

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This work aims to report the implementation of a set of indicators applied to a project portfolio control, highlighting the solutions found to manage the practical problems common to these issues. We conducted a study based on the research-action method to establish and test the indicators. Our results indicate the need for integrated systems of indicators control to investigate the deviations or trends by different sources. The adoption of more than one analysis source demonstrated positive results for the efficient management of the project portfolio. Moreover, we verified the need to observe the real team skills and their experience in establishing indicators metrics. Once the team know-how is improved, the company would hardly relinquish its past experiences. Also, the results obtained indicate the need to maintain systematic feedback of the actions taken so that the team might be aware of the outcomes of the indicators’ applications.

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Project management offices in the construction industry: a literature review and qualitative synthesis of success variables

Ershadi

Jefferies

Davis

et al. 2021

Construction Management and Economics

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Roadmap to Project Management Office (PMO) and Automation using a Multi-Stage Fuzzy Rules System

Cited by 5 publications

References 7 publications

The contribution of project management offices to addressing complexities in principal construction contracting

The contribution of project management offices to addressing complexities in principal construction contracting

Performance indicators system for a metallurgical project portfolio management

Project management offices in the construction industry: a literature review and qualitative synthesis of success variables

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