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

Abstract

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.

Managing project scope creep in construction industry

“…Present construction megaprojects cope with many designs, engineering and construction specifications driven by persuasive expectations of stakeholders, which enact to increase the complexity of project management processes (Ershadi et al , 2021). A multifaceted project environment is pigeonholed by interdependent sub-systems, the participation of numerous stakeholders and overlapping segments.…”

Estudio de la gobernanza de proyectos en una institución financiera pública, Lima 2022

“…Por otro lado Ershadi et al (2021) reportaron que la gestión de proyectos en las entidades públicas y privadas difieren en el tipo de Project Management Office (PMO) Asimismo, Li (2021) reportó que la Oficina de Proyectos (PMO) desempeña un rol insuperable en el alineamiento de esfuerzos y recursos para el logro de los objetivos estratégicos relacionado con las conclusiones de Boomer (2021) los gerentes de proyectos desempeñan un papel principal en la planificación, ejecución, control y finalización de proyectos administrando el alcance, los recursos, el presupuesto. Por otro lado Mikkelsen et al (2020) en sus investigaciones hallaron que la falta de sentido común en la gestión de los proyectos hace que todas las etapas sean consideradas como complejas por el equipo de proyecto cuando solo es algo complicado debido a la falta de capacitación del personal y a un buen liderazgo del director de proyectos que no está direccionado adecuadamente los cambios requeridos.…”