The role of project management office (PMO) manager: A qualitative case study in Indonesia

Ichsan, Mohammad; Sadeli, Jimmy; Jerahmeel, Gregorian; Yesica, Yesica

doi:10.1080/23311975.2023.2210359

Cited by 4 publications

(2 citation statements)

References 72 publications

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“…Zatonatska et al (2022)study involving 108 out of 224 questionnaires sent to mid-level managers from various functions in two electronic industries and one steel industry. Ichsan et al (2023) research reported a positive and significant correlation between participation in budgeting and attitudes toward the job and the company. However, the relationship between participation and managerial performance was very weak.…”

Section: A Budgetary Participationmentioning

confidence: 95%

Model of Fit Perceived Environment Uncertainty (PEU) and Budgetary Characteristics on Managerial Performance: A Residual Approach

Oktavianus Pasoloran,

Adelisa Matasik,

Fransiskus Randa

2023

ATESTASI

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This study examines effects of budgetary goal characteristics that are budgetary participation, budget goal clarity, budget goal difficulty, budgetary feedback on managerial performance using regression analysis (stepwise). This study also examined the contingency theory to seen the fit between budgetary goal characteristics system and environment on organization effectiveness, in this case budgetary system and perceived environmental uncertainty (PEU) to increasing managerial performance using residual approach. The application of residual analysis is illustrated by examining the interaction fit of budgetary goal characteristics and perceived environmental uncertainty and their effect on managerial performance. Residual approach used to enhance the potential for model of fit and be unformattable for future management accounting contingency theory studies. Based on the response of 64 managers in Makassar Industrial Area. The results of the study showed that that budgetary participation and budget goal clarity tend to have positive and significant effect on managerial performance. The results related to influence of budgetary goal’s difficulty level (about right, tight but attainable, too tight) to the average of managerial performance also showed insignificant relationship. This study showed that lack of fit between budgetary participation and budgetary goal clarity to environment uncertainty have negative and significant correlation with managerial performance.

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Section: A Budgetary Participationmentioning

confidence: 95%

Model of Fit Perceived Environment Uncertainty (PEU) and Budgetary Characteristics on Managerial Performance: A Residual Approach

Oktavianus Pasoloran,

Adelisa Matasik,

Fransiskus Randa

2023

ATESTASI

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“…Its primary role is to manage and oversee several projects under the umbrella of a single organization [ 19 ]. PMO is seen as a valuable organization whose purpose is to provide benefits to the organization [ 20 ].…”

Section: Literature Review and Theoretical Frameworkmentioning

confidence: 99%

The role of project management office in the implementation of strategic plans in project-based organisations

Sandhu,

Al Ameri,

Shahzad

et al. 2024

PLoS ONE

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The role of the project management office (PMO) in improving project execution has recently been acknowledged and is gaining popularity in project-based organizations to furnish various options for project-solving approaches. This study aims to identify and test the ability of PMO roles in implementing the strategic plan of the organization. This research adopted survey-based quantitative research. The questionnaire was shared with 450 staff members working in 19 project-based organizations. 268 usable questionnaires were received. The methodologies for the development of project management, monitoring and controlling project performance, organizational learning, monitoring and controlling project performance, and improving organization structure and communication were the top five PMO roles involved in the execution of strategic plans, according to the results. At the same time, the criteria of twelve top metrics were recognized to determine the effectiveness of the PMO department. This study has research implications for the researchers involved in the exploration of the specific benefits of PMO.

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Examining the relationship between project management office functions and project performance in Ghana: a structural equation modelling approach

Agyeman-Boakye,

Kissi,

Abu

2024

IJPPM

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PurposeThe aim of this study is to investigate the influence of Project Management Office (PMO) functions on project performance in businesses in Lower Middle-Income Countries (LMIC) using Partial Least Square–Structural Equation Modelling (PLS–SEM).Design/methodology/approachUtilizing close-ended questionnaires in a cross-sectional survey, 256 project professionals from 10 business sectors in Ghana views were elicited. The questions were developed through a comprehensive literature review and involved 27 PMO functional measures grouped into 6 and 19 project performance measures grouped into 6. Data collected was then analysed using the PLS–SEM to validate the hypothetical relationship.FindingsThe PLS–SEM model supported 13 (t > 1.65) out of 36 hypotheses investigating the relationship between PMO functions and project performance. Variations in the PMO functions moderately (R2 = 0.34) explained the performance of projects. The aggregate activities of the PMO had the highest significant influence on environmental performance (R2 = 0.467). The topmost PMO function was identified as monitoring and controlling project performance, and it was significantly associated with cost (ß = 0.265, p < 0.05), quality (ß = 0.291, p < 0.05) and project scope (ß = 0.265 p < 0.05) performance.Research limitations/implicationsThis research has brought more illumination to the functions of PMOs and its influence on project performance. The results suggest that PMO activities, when tailored to the business context, can significantly change project performance variables.Originality/valueMost research on PMO and project performance has been limited to developed countries or a single sector. This study uniquely expands the business sectors and focuses on LMICs.

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The role of project management office (PMO) manager: A qualitative case study in Indonesia

Cited by 4 publications

References 72 publications

Model of Fit Perceived Environment Uncertainty (PEU) and Budgetary Characteristics on Managerial Performance: A Residual Approach

Model of Fit Perceived Environment Uncertainty (PEU) and Budgetary Characteristics on Managerial Performance: A Residual Approach

The role of project management office in the implementation of strategic plans in project-based organisations

Examining the relationship between project management office functions and project performance in Ghana: a structural equation modelling approach

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