Transitions in Project Management Offices: A Framework Relating Functions, Success Factors and Project Performance in a High-Technology Company

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

“…It is easy to interpret our data considering the traditional supportive or controlling roles stated in some PM standards and adding an OPM role to reinforce PM skills and their importance to its business. Previous research reports case studies where a PMO set supportive functions to deal with stresses among PMO personnel and project teams when the PMO functions were focused on coordination and controlling roles (Barbalho, 2021;Barbalho et al, 2021). In the present research, the results we gathered after our statistical analysis seemed similar, so we suggested typifying the PMO functions related to each other, or for which there is a dependency of any performance index, or if they are grouped in factors; according to the roles stated in Table 8.…”

“…The former is close to stakeholder impact on the project machine as a whole, and the latter relates PMO drivers and functions to a useful knowledge management issue indicator. Both variables, stakeholder satisfaction and knowledge management issues, have emerged from our literature review and have been suggested in our previous research, based on longitudinal case studies in an NPD-based company (Barbalho et al, 2019(Barbalho et al, , 2021Barbalho, 2021). Figure 1 presents our research framework accordingly, illustrating the associations we hope to understand with our data.…”

“…According to Pellegrinelli and Garagna (2009), PMOs evolve according to their leaders' efforts, wider organizational undercurrents, strategic shifts and political tensions. The literature points out that the leader also needs to have a strong technical background when working in companies running NPD projects (Barbalho et al, 2021;Jugend et al, 2015). Researching high-technology companies, Barbalho et al (2019) found a leadership profile that depends on the PMO leader's capacity to understand the technical challenges involved in project assumptions, constraints and risks.…”

“…Barbalho et al (2019) identified that some activities in hightechnology-based PMOs transit according to main stakeholders' demands, even under risk of decrements in project performance. 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.…”

“…Both variables, stakeholder satisfaction and knowledge management issues, have emerged from our literature review and have been suggested in our previous research, based on longitudinal case studies in an NPD-based company (Barbalho et al. , 2019, 2021; Barbalho, 2021). Figure 1 presents our research framework accordingly, illustrating the associations we hope to understand with our data.…”