scholarly journals Project management office in central banks: relationship between the practice of projects and economic stability

2018 ◽  
Vol 4 (3) ◽  
pp. 49-64
Author(s):  
Juliana Rigassi ◽  
Carlos Roberto Campos
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Central Banks ◽  
Federal Agencies ◽  
Global Level ◽  
Economic Stability ◽  
Project Management Office ◽  
Strategic Objectives ◽  
Governance Processes ◽  
Structured Questionnaire

Projects are frequently used as a means to directly or indirectly achieving the goals of an organization’s strategic plan, and the Project Management Office [PMO] is responsible for standardizing the governance processes to achieve those objectives. When it comes to independent federal agencies, such as Central Banks, their strategic objectives have a relevant impact on economic stability and, consequently, on the lives of millions of people. In this study, the best practices of the PMOs of four Central Banks were examined. The question in the study addressed the manner in which the practice of projects can be used as a tool for achieving economic stability. Qualitative methods were used to examine the question by means of a structured questionnaire applied to project professionals of these institutions, and analysis of data available in case studies was also conducted. It was noted that Central Banks increasingly seek to improve the practices of their Project Management Offices, becoming a center of reference for best practices in PMOs obtaining relevant recognition, either for the maturity of their projects, receiving the title of best PMOs in the country, or even being nominated for PMO of the year on a global level (Project Management Award), the highest award in the project management category.

scholarly journals Best practices in implementing a project management office: a systematic review of the literature

2020 ◽  
Vol 14 (4) ◽  
pp. 448-463
Author(s):  
Gustavo Oliveira Pinto ◽  
Luiz Carlos Brasil de Brito Mello ◽  
Thaís Spiegel
Keyword(s):  
Project Management ◽  
Literature Review ◽  
Best Practices ◽  
Systematic Literature Review ◽  
Management Practices ◽  
Review Of The Literature ◽  
Project Management Office ◽  
Strategic Objectives ◽  
Organizational Variables ◽  
Implementation Challenges

Highlights: Project management office (PMO) is structurally configured in a particular way to adapt to the peculiarities of each organization and its strategic objectives, in order to promote project management practices. The purpose of this article is to explore the best practices for project management office implementation. A systematic literature review was conducted using 104 documents published between 2000 and 2018. The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Goal: The purpose of this article is to explore the best practices for project management office implementation.Design/Methodology/Approach: A systematic literature review was conducted using 104 documents published between 2000 and 2018.Results: The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Limitations of the investigation: Other factors related to PMO, such as the implementation phases, maturity models, process groups, and organizational variables that affect PMO.Practical implications: It is observed that there are relevant issues in PMO implementation structuring that are not consolidated, making it difficult for organizations to base their implementation on the available theoretical frameworks.Originality/value: As a result, it became evident that there is a lack of standardization of those characteristics related to the PMO; and that the so-called "best practices" require more academic studies before they can be established.

scholarly journals Alignment strategic in project-based businesses: a review of the literature

2021 ◽  
Vol 20 (1) ◽  
pp. e17902
Author(s):  
Jéssica Vivianne da Cunha Silva de Brito ◽  
Josué Vitor de Medeiros Júnior
Keyword(s):  
Project Management ◽  
Web Of Science ◽  
Mutual Influence ◽  
Strategic Alignment ◽  
Research Area ◽  
Project Management Office ◽  
Strategic Objectives ◽  
Scientific Databases ◽  
Strategy Alignment ◽  
Management Project

Objective: This literature review sought to understand the theoretical-empirical connections of strategic alignment in project-based businessesMethodology: We carried out a systematic review with searches in scientific databases (Web of Science and Scopus) and application of technical snowballing with the intention of finding the most relevant works on the topic. The strings adopted were based on the keywords: project-based businesses and strategy. Filters related to the research area, the document types and the language were applied. The selected articles were analyzed following the steps: removal of duplicates, reading of titles, abstracts and quality assessment. After these steps, 20 papers were analyzed in a descriptive and exploratory way using VOSviewer, Biblioshiny and MS Excel software.Originality: The paper filled a gap concerning strategic alignment in the context of project-based business, which is an emerging concept that is little debated in the literature.Main results: The results showed a mutual influence between strategy alignment and project management. It was found that the first helps organizations to focus on correct projects, while project management helps achieves their strategic objectives. Four research focuses related to the strategic alignment in the PBB were also published in the literature: project management and organizational strategy; interaction between actors in the formation of strategies; program, portfolio and governance management; project management office and organizational design.Contributions: The contribution consists of presenting a set of propositions that systematize the findings of the papers and elucidate ways for the formation of a research agenda.

Impact of Globalisation on Pandemics: A comparative study on SARS and Covid-19 (Preprint)

2020 ◽  
Author(s):  
Johann Johann And Devika
Keyword(s):  
Comparative Analysis ◽  
Comparative Study ◽  
Descriptive Analysis ◽  
Qualitative Comparative Analysis ◽  
Global Scale ◽  
Global Level ◽  
Economic Stability ◽  
The Past ◽  
The World ◽  
Close Relationship

BACKGROUND Since November 2019, Covid - 19 has spread across the globe costing people their lives and countries their economic stability. The world has become more interconnected over the past few decades owing to globalisation and such pandemics as the Covid -19 are cons of that. This paper attempts to gain deeper understanding into the correlation between globalisation and pandemics. It is a descriptive analysis on how one of the factors that was responsible for the spread of this virus on a global scale is globalisation. OBJECTIVE - To understand the close relationship that globalisation and pandemics share. - To understand the scale of the spread of viruses on a global scale though a comparison between SARS and Covid -19. - To understand the sale of globalisation present during SARS and Covid - 19. METHODS A descriptive qualitative comparative analysis was used throughout this research. RESULTS Globalisation does play a significant role in the spread of pandemics on a global level. CONCLUSIONS - SARS and Covid - 19 were varied in terms of severity and spread. - The scale of globalisation was different during the time of SARS and Covid - 19. - Globalisation can be the reason for the faster spread in Pandemics.

Similar but Different: A Top-Down Benchmarking Approach to Investigate Nuclear Decommissioning Projects

2017 ◽  
Author(s):  
Diletta Colette Invernizzi ◽  
Giorgio Locatelli ◽  
Naomi J. Brookes ◽  
Martin Grey
Keyword(s):  
Project Management ◽  
Best Practices ◽  
Key Factors ◽  
Top Down ◽  
Rocky Flats ◽  
Nuclear Decommissioning ◽  
Key Stakeholders ◽  
Nuclear Site ◽  
Recent Emergence ◽  
Management Literature

Project management literature has, until now, mainly focused on new build and only in the last decades the issues of decommissioning (mega) projects has arisen. To respond to this changing environment, project management will need to understand the challenges of decommissioning projects. Decommissioning projects within Oil & Gas, Chemical and Nuclear sectors are characterized by high costs, long schedules and uncertainty-based risks. The budget for Nuclear Decommissioning Projects and Programmes (NDPs) are subject to well publicized increases and, due to their relatively recent emergence, complexity and variety, key stakeholders lack a full understanding of the key factors influencing these increases. Benchmarking involves “comparing actual or planned practices [...] to identify best practices, generate ideas for improvement” [1] and offers significant potential to improve the performance of project selection, planning and delivery. However, even if benchmarking is the envisaged methodology to investigate the NDPs characteristics that impact on the NDPs performance, until now, it has only been partially used and there is a huge gap in the literature concerning benchmarking NDPs. This paper adapts a top-down benchmarking approach to highlight the NDPs characteristics that mostly impact on the NDPs performance. This is exemplified by a systematic quantitative and qualitative cross-comparison of two major “similar-but-different” NDPs: Rocky Flats (US) and Sellafield (UK). Main results concern the understanding of the alternatives of the owner and/or the contractors in relation to (1) the physical characteristics and the end state of the nuclear site, (2) the governance, funding & contracting schemes, and (3) the stakeholders’ engagement.

Sign in / Sign up

Export Citation Format

Share Document