The differential practices of project management offices for supporting new product development in high-tech companies

Control of project data and team satisfaction as results of PMO effort in new product development projects

“…Barbalho et al (2019) point out the impact of teams and other stakeholders on PMO changes, even when there are good performance results. Barbalho (2021) discusses a case of good handling of pressure from project teams regarding PMO structuration in NPD projects. Moreover, Barbalho (2021) suggests specific profiles of PMO functions in NPD projects.…”

“…Van Der Linde and Steyn (2016) carry out a case study in a mining organization, verifying its impact on the projects' performance through the PMO's functions over time. Barbalho (2021) presents differential PMO functions in a hightechnology context in Brazil by comparing the respective case study with the current PMO literature. Lee-Kelley (2012) andM€ uller et al (2013a, b) demonstrate that the PMO's focus on certain functions varies according to an ambidextrous profile due to company strategy changes.…”

“…Another PMO evolution profile exposed in Barbalho et al (2019) shows that internal tensions can drive PMO changes designed to mitigate political tension among main project stakeholders (see also Eskerod and Larsen, 2018). Barbalho (2021) singles out project team satisfaction, particularly as a driver when the PMO is in a context of higher product complexity and highly qualified personnel, which demands more flexibility and enrichment of PM standards. That contribution corroborates the shared leadership approaches (Scott-Young et al, 2019) and the importance of absorptive capacity as a moderator of project complexity and success (Bjorvatn and Wald, 2018).…”

“…The second factor is considered because the PMO architecture can be understood as being a result of "the battleground between empowerments and control, between people and processes, and between political factions" (Pellegrinelli and Garagna, 2009). Stakeholders' positions vary according to the support of senior management in the definition of the political space and report requirements of the PMO (Dai and Wells, 2004;Jalal and Koosha, 2015;Too and Weaver, 2014;Ward and Daniel, 2013), to project teams' activities to mitigate tensions between the teams and the PMO Barbalho, 2021), to relationships with project managers (Curlee, 2008;Unger et al, 2012), to the support of functional managers when acting as knowledge brokers (M€ uller et al, 2013a;Desouza and Evaristo, 2006), to the communication problems which PMOs can address (Jerbrant, 2014;Carvalho, 2014;D ıez and Mer e, 2016) and to the tension involving PMO costs Van Der Linde and Steyn, 2016). In general, each stakeholder has a different perception of project success and performance (Anantatmula and Rad, 2018).…”

“…That research is complemented by Barbalho et al (2021), which suggests that a PMO changes, even when it provides valuable inputs for project success. Barbalho (2021) shows how team dissatisfaction can impact the implementation of NPD-based PMOs. Barbalho (2021) presents a set of PMO functions designed to support NPD projects in high-technology companies.…”