The Impact of the Project Management Office Roles to Organizational Value Contribution

2019 ◽  
Vol 10 (4) ◽  
pp. 79-99 ◽  
Author(s):  
Ville Juhani Otra-Aho ◽  
Jon Iden ◽  
Jukka Hallikas
Keyword(s):  
Project Management ◽  
Coordination Mechanism ◽  
Project Management Office ◽  
Organizational Role ◽  
Value Contribution ◽  
Project Coordination ◽  
Organizational Value ◽  
The Impact ◽  
Organization Assets

Many project-oriented organizations have implemented a project coordination mechanism, such as a project management office (PMO), to align projects with the organization's strategy, to ensure the success of projects, and to create value for the organization from projects. While organizations continue establishing PMOs, these PMOs are struggling to create sufficient value for organizations. The results reveal a significant impact on the PMO environment and interaction of the roles on PMO value contributions. The findings confirm that PMOs have an essential organizational role creating a fit between organization assets.

scholarly journals Projectification in the South African mining industry

2021 ◽  
Vol 121 (5) ◽  
Author(s):  
W.A. Smith ◽  
M.C. Bekker ◽  
C. Marnewick
Keyword(s):  
Project Management ◽  
South African ◽  
Mining Industry ◽  
Value Added ◽  
Point Of View ◽  
Project Work ◽  
The South ◽  
Project Management Office ◽  
Mining Projects ◽  
The Impact

SYNOPSIS Projects or project-orientated approaches have become a common form of work in nearly all sectors of economies. This has led to concepts such as 'projectified' and 'project orientated' organizations. By defining projectification of a company, industry, or economy as the share of project work in total work, one can reasonably determine the impact that project management, and by default projectification, has had on that company, industry, or economy in terms of staff optimization and allocation. This paper presents the results for such a projectification study of the South African mining industry. This sector has long been a significant contributor to the country's economy from a gross value added (GVA) and employment point of view. Understanding the impact of projectification and the project management way of work on this industry may potentially add significant value to both the mining and project management knowledge areas. We show that although the mining industry is considered by some to operate in archaic ways, the level of projectification has increased over time, and now represents approximately one third of all work conducted. Keywords: rojectification, mining projects, project management, project management office.

scholarly journals The impact of the project management office on scientific research

2019 ◽  
Vol 53 (6) ◽  
pp. 1179-1188 ◽  
Author(s):  
Michele Aparecida Dela Ricci Junqueira ◽  
Cláudia Souza Passador
Keyword(s):  
Project Management ◽  
Scientific Research ◽  
Sao Paulo ◽  
São Paulo ◽  
Project Management Office ◽  
Body Of Knowledge ◽  
The Impact ◽  
De Medicina

Resumo O objetivo deste artigo é demonstrar que o escritório de gestão de projetos, uma unidade organizacional reconhecida pelo guia Project Management Body of Knowledge (PMBOK®), pode apoiar o cientista na gestão de projetos de pesquisa, de modo que ele se dedique a outras atividades. Para testar a hipótese, detalha-se o marco teórico e a coleta de dados de projetos financiados pela Fundação de Apoio à Pesquisa no Estado de São Paulo (Fapesp) e executados na Faculdade de Medicina de Ribeirão Preto da Universidade de São Paulo (FMRP-USP) no período de 2009 a 2015. O estudo mostrou que os cientistas teriam cumprido os requisitos exigidos pela agência de financiamento sem esse apoio; porém, o escritório impactou a gestão financeira do projeto, uma iniciativa alinhada às práticas de universidades estrangeiras, nas quais o suporte a cientistas já se tornou parte rotineira do apoio institucional.

Study on the Impact of PMO for Multi-Project Management of Contracting Construction Enterprises — Based on Structural Equation Model

2014 ◽  
Vol 584-586 ◽  
pp. 2239-2245
Author(s):  
Shen Jun Qi ◽  
Yun Bo Zhang ◽  
Jing Jing Wu ◽  
Wei Chen ◽  
Jia Zhong Cai
Keyword(s):  
Project Management ◽  
Structural Equation Model ◽  
Structural Equation ◽  
Equation Model ◽  
Project Portfolio ◽  
Project Management Office ◽  
Construction Enterprises ◽  
The Third ◽  
High Level ◽  
The Impact

13 key factors, which affected the ability of Project Management Office (PMO) and multi-project management, were extracted through literature reading and expert interviewing. Based on three aspects of assumptions, Structural Equation Model was used to build the structure model that PMO influence on multi-project management of contracting construction enterprises. The relationship among PMO, Program and Project Portfolio were analyzed on the basis of questionnaire survey on the 238 the national excellent project manager and high-level business executives. The results show that the most important function of the PMO is coordination management, the second is the risk forecasting and management, the third is information processing and finally is resource allocation. Consequently, the PMO can support the multi-project management, the Influence degree of PMO for project portfolio is the largest, followed by the program management, and single project management is the third one. With the increasing of project amount, difficulty and complexity, and the role of PMO is more significant.

On the devaluation of expert opinion or why do we need a law about the basics of expert activity

2020 ◽  
Vol 22 (3) ◽  
pp. 19-24
Author(s):  
MARAT R. BIKTIMIROV ◽  
◽  
OLGA V. PILIPENKO ◽  
MAXIM S. SAFONOV ◽  
◽  
...  
Keyword(s):  
Project Management ◽  
Structural Analysis ◽  
Expert Opinion ◽  
Knowledge Economy ◽  
Rapid Development ◽  
Digital Technologies ◽  
Accurate Assessment ◽  
Industrial Management ◽  
The Impact ◽  
Creative Construction

Taking practical responsible decisions in the field of social and industrial management in the context of rapid development of digital technologies in the era of the knowledge economy is impossible without reliance on expertise. A kind of organization of activities for the production of ‘predictions’ is required, when not only an accurate assessment of the impact of certain factors and their possible interactions with each other is given, but also as a result of creative construction of scenarios for the development of processes and events, an understanding comes which factors need to be taken into account. At the same time, the expertise constantly faces criticism, calling the conclusions of experts arbitrary, unreliable and subjective. Often, expertise is confused with monitoring, evaluation, diagnosis, inspection or counseling. The authors of the article carried out a structural analysis of the content of the expertise processes in the project management vector in the digitalization era and came to the conclusion that the effectiveness of the expertise is significantly increased in case of clear regulation of this type of activity, providing the necessary status.

Assessment of knowledge process capabilities toward project management maturity: an empirical study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Adnan Alghail ◽  
Liu Yao ◽  
Mohammed Abbas ◽  
Yahia Baashar
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Public Universities ◽  
Equation Modeling ◽  
Success Factor ◽  
Research Model ◽  
Maturity Level ◽  
Knowledge Process ◽  
Content Type ◽  
The Impact

Purpose The reasons behind the project management failure of higher education institutions (HEIs) have been researched for the past few years. One of the reasons is the lack of tools to integrate their knowledge process capabilities (KPC) with their project management (PM) to measure maturity by assessing these capabilities. Various project management maturity (PMM) models exist. Yet, there is a limited number of empirical studies that support the four integrations of KPC and PMM. Therefore, this study aims to propose a new heretical model, namely, KPC-knowledge management (KM) and evaluates a research model that includes the four KPC as an antecedent to PMM. Design/methodology/approach The suggested research model is assessed by using partial least squares structural equation modeling. Furthermore, the study's hypotheses were examined based on a sample of 352 respondents from the project management departments in 10 public universities in Yemen. Findings Analysis revealed that the derived PMM status could be benchmarked with the project management maturity model. Also, the study found that integrating the KPC into PM enables the institutions to perform critical tasks and value chain activities and enhance the PM maturity level as well. In contrast, if one of the capabilities does not positively impact PMM, it affects the maturity level of the entire project. Research limitations/implications The findings are obtained concerning data collected from public universities and represent the Yemeni context, limiting the generalization on a different geographical area. Also, this proposed model can be evaluated in a practical way like conducting a focus group, a set of interviews with specialists, a case study or action research. The qualitative research will help academics to validate our proposal for future research purposes. Practical implications The proposed approach may be adapted to the characteristics of organizations involved in projects as external performers (project-based organizations) and not just the HEIs projects. This study provides managers and policymakers with insights into assessing PMM and improving their organizational effectiveness when deciding which KPCs to focus on in the future. Social implications This study contributes to the current PM awareness in Yemen and facilitates its success using the knowledge processes capabilities in Yemen's HEIs. It encourages organizations to take this opportunity to revive the projects and achieve a maximum level of maturity. Originality/value This study provides new insights into two domains through the link between knowledge management and PM. To the best of the authors' knowledge, this paper is among the first to empirically study the impact of the four KPC toward PMM. It enriches the theoretical perspective of PM. Also, it contributes to the literature on the success factor of KPC, which can be considered to improve organizational performance.

The impact of manager’s personality traits on project success through affective professional commitment: the moderating role of organizational project management maturity system

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Aqsa Ameer ◽  
Farah Naz ◽  
Bushra Gul Taj ◽  
Iqra Ameer
Keyword(s):  
Project Management ◽  
Personality Traits ◽  
Structural Equation ◽  
Project Success ◽  
Professional Commitment ◽  
Experimental Proof ◽  
Content Type ◽  
Relationship Of ◽  
The Impact ◽  
The Relationship

Purpose The purpose of this study is to determine the effect of conscientiousness and extraversion personality traits on project success. The relationship is mediated by affective professional commitment, whilst the relationship between personality traits and project success is moderated by organizational project management maturity. Design/methodology/approach The deductive approach is used to achieve the objectives of this study. Data were collected through a purposive sampling technique from 250 respondents with the help of questionnaires from information technology sectors. The structural equation modelling (SEM) in partial least squares-SEM and SPSS is used to analyse the data and to examine the hypothesis. Findings The outcomes demonstrate the partial mediating impact of affective professional commitment between the relationship of conscientiousness and extraversion personalities with project success. Additionally, it proves the moderating effects of project management maturity between the relationship of conscientiousness and extraversion personalities with project success. Practical implications This study reflects that employee personality appears to be a reliable indicator of how an employee is faithful to his profession. This faithfulness or duty decides the employee’s execution in terms of offering a successful project. Thus, achieving employee commitment needs to be done by completing the project successfully by the organizations in the presence of project management maturity systems. Originality/value It is the first study of its kind to provide experimental proof of the impact of a manager’s personality traits on project success in the presence of affective professional commitment (mediator) and organizational project management maturity (moderator).

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