How Project Management Office Leaders Facilitate Cross-Project Learning and Continuous Improvement

2008 ◽  
Vol 39 (3) ◽  
pp. 43-58 ◽  
Author(s):  
Jerry Julian
Keyword(s):  
Project Management ◽  
Continuous Improvement ◽  
Project Management Office ◽  
Project Learning ◽  
Cross Project

Differences of the Project Management and Program Management

2014 ◽  
Vol 1030-1032 ◽  
pp. 2547-2550
Author(s):  
Hai Xie
Keyword(s):  
Project Management ◽  
Systems Engineering ◽  
Program Management ◽  
Project Managers ◽  
Project Management Office ◽  
Program Manager ◽  
Complex Projects ◽  
Decision Making Capacity ◽  
Cross Project ◽  
Project Level

Program management is the process of managing several related projects, often with the intention of improving an organization's performance. In practice and in its aims it is often closely related to systems engineering and industrial engineering. The Program Manager has oversight of the purpose and status of all projects in a Program and can use this oversight to support project-level activity to ensure the overall program goals are likely to be met, possibly by providing a decision-making capacity that cannot be achieved at project level or by providing the Project Manager with a program perspective when required, or as a sounding board for ideas and approaches to solving project issues that have program impacts. Typically in a program there is a need to identify and manage cross-project dependencies and often the PMO (Program or Project Management Office) may not have sufficient insight of the risk, issues, requirements, design or solution to be able to usefully manage these. The Program manager may be well placed to provide this insight by actively seeking out such information from the Project Managers although in large and/or complex projects, a specific role may be required. However this insight arises, the Program Manager needs this in order to be comfortable that the overall program goals are achievable.

Configurations for Interorganizational Project Networks

2018 ◽  
Vol 49 (4) ◽  
pp. 53-61 ◽  
Author(s):  
Timo Braun
Keyword(s):  
Project Management ◽  
Project Management Office ◽  
Administrative Organization ◽  
Project Networks ◽  
Project Network ◽  
Organizational Embeddedness

Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of nor authorized to supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.

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