The project management office as an organisational innovation

Hobbs, Brian; Aubry, Monique; Thuillier, Denis

doi:10.1016/j.ijproman.2008.05.008

Cited by 150 publications

(139 citation statements)

References 25 publications

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“…However, the PMO functions vary significantly, according to Dai et Wells (2004), and assume distinctive archetypes (Desouza et Evaristo, 2006). Hobbs et al (2008) argue that PMOs are structures affected by company environments and organizational changes (Hurt et Thomas, 2009), which influence performance (Liu et Yetton, 2007;Aubry et Hobbs, 2011). Patah et Carvalho (2009) have noted, a PMO is a structure that aims at connecting a project and an organization as a whole.…”

Section: The Project Management Office -Pmomentioning

confidence: 99%

A knowledge management perspective of the project management office

Nadae

Carvalho

2017

BJO&PM

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The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.

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Section: The Project Management Office -Pmomentioning

confidence: 99%

A knowledge management perspective of the project management office

Nadae

Carvalho

2017

BJO&PM

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“…A PMO is considered as an organisational entitywith the facility to provide services and organisational focus in core and supporting areas of project management (Hobbs et al, 2008;Rad and Levin, 2002). In addition they state that organisation needs to be re-confederated in order to implement PMO effectively.…”

Section: Finallymentioning

confidence: 99%

“…Rad and Levin (2002) state that the main organisational roles for PMO are usually project portfolio management; best practice in project management; PM standards and methods; consulting; monitoring; training; and quantitative objectives for continuously improving enterprise project management processes. More generally, PMOs are created to manage multiple projects in harmony with organisation's policies and strategies (Hobbs et al, 2008). (Larson and Gray, 2011) 3.…”

Section: Finallymentioning

confidence: 99%

How Public Organisational Structures Influence Software Development Processes

Bindrees¹,

Pooley²,

Ibrahim³

et al. 2014

Journal of Computer Science

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Software applications are developed differently based on each organisation's needs and requirements. Software projects are fundamentally based on three considerations (time, cost and quality) each of which is affected by organisational factors. Both Project Management and Software Engineering have emphasised the role of organisation structure on the quality of the deliverable software applications, recognising that organisation structure influences flexibility, reporting relationships and conflict management during the software development lifecycle. This study reports on aqualitative study which highlights the impact of three organisation structures on software development processes in public organisations and proposes a new organisational model. Semi-structured interviews were conducted with three types of participants, a within-case analysis performed to identify themes and as a result a new organisational model was proposed and validated through further interviews. Outcomes showed that combining two existing structures (Functional and Matrix) into one new structure "Independent Project Management Office" (IPMO) would help to overcome administrative obstacles and conflicts in the public sector. The IPMO structure would augment the flexibility and interaction level among software development stakeholders from the perspective of organisations' leaders.

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“…Scott and Davis, 2007). This process of organizational modernization has recently gained additional momentum in PBOs with the introduction of project management offices (Aubry et al, 2004;Dai and Wells, 2008;Hobbs et al, 2009). …”

Section: Learning From Project To Project Decreases With the Strengthmentioning

confidence: 99%

Knowledge transfer across projects: Codification in creative, high-tech and engineering industries

Cacciatori

Tamoschus

Grabher

2011

Management Learning

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This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link AbstractThe use of codification to support knowledge transfer across projects has been explored in several recent, and mostly qualitative, studies. Building on that research, this paper puts forward hypotheses about the antecedents of knowledge codification, and tests them on a sample of 540 inter-organizational projects carried out in the creative, high-tech and engineering industries. We find that the presence of strong industry norms governing the division of labour discourages knowledge transfer through codification, as suggested by the existing qualitative studies. The presence of a system integrator plays an important role in driving the use of codification for knowledge transfer, to some extent embodying an organizational memory in volatile project environments. Finally, the level of use of administrative control in the project is a robust predictor of attempts to transfer knowledge via codification. When these antecedents are taken into account, the novelty of products and services plays a smaller role than previously found in determining the use of codification.

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The project management office as an organisational innovation

Cited by 150 publications

References 25 publications

A knowledge management perspective of the project management office

A knowledge management perspective of the project management office

How Public Organisational Structures Influence Software Development Processes

Knowledge transfer across projects: Codification in creative, high-tech and engineering industries

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