A Multi-Phase Research Program Investigating Project Management Offices (PMOS): The Results of Phase 1

Hobbs, Brian; Aubry, Monique

doi:10.1177/875697280703800108

Cited by 140 publications

(167 citation statements)

References 5 publications

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“…Hobbs and Aubry, 2007). However, it extends these earlier studies as it links involvement in specific practices with satisfaction with those practices and in turn with their impact on overall project success and management satisfaction.…”

Section: Conclusion and Research Contributionmentioning

confidence: 70%

“…Previous studies (Desouza and Evaristo, 2006;Hobbs and Aubry, 2007;Pemsel and Wiewiora, 2012) have identified high-level activities commonly undertaken by PMOs, with particular focus on activities that span multiple projects. For example, in their empirical study, Desouza and Evaristo (2006) identify the activities shown in As noted, these previous studies emphasise activities that span multiple projects and establishing the relationship between any of the identified activities and project success and management satisfaction is hampered by the high-level and broad nature of the activities.…”

Section: Activities Of Pmosmentioning

confidence: 99%

“…Whilst Singh et al (2009) Hobbs and Aubry (2007) showed that half of the PMOs surveyed were less than two years old, leading them to conclude that whilst the number of newly formed PMOs is growing, existing PMOs are also being shut down or reconfigured at an almost equal rate (Aubry et al, 2010a;2010b). This disbanding or reconfiguration is confirmed by Pellegrinelli and Garagna (2009), who argue that PMOs are organisational constructs created in response to a perceived need and 'as that need is progressively addressed, the relevance and value of the PMO decreases' (p.649).…”

Section: An Organisational Body or Entity Assigned Various Responsibimentioning

confidence: 99%

“…Whilst previous studies have identified a range of activities undertaken by PMOs (Desouza and Evaristo, 2006;Hobbs and Aubry, 2007), they have not examined the impact of PMO participation in these activities on project success or management satisfaction. This study contributes to an understanding of the role and impact of PMOs in information systems (IS) projects, by exploring the practices they participate in and the extent to which this participation contributes towards satisfaction with those practices and overall project success and senior management satisfaction.…”

Section: Introductionmentioning

confidence: 99%

“…Extant research has shown that the number of PMOs being formed in organisations is growing (Hobbs and Aubry, 2007;Spelta and Albertin, 2012), suggesting that organisations believe that these are effective means of addressing the challenges of the growing number and complexity of projects that they are undertaking Aubry and Hobbs, 2010). However, others are questioning the value of PMOs (Hoffman, 2003;Hurt and Thomas, 2009;O'Leary and Williams, 2008).…”

Section: Introductionmentioning

confidence: 99%

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The role of project management offices (PMOs) in IS project success and management satisfaction

Ward

Daniel

2013

Journal of Enterprise Information Management

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School (OUBS). Prior to joining OUBS in 2005, she worked in the IS ResearchCentre at Cranfield School of Management. Elizabeth's research has addressed a number of areas including benefits management and IS in marketing and supply chains. Recent work has included studies of home based online businesses and the uses of consumer and employee data. She has published many papers in leading academic journals and a number of management reports. 2 AbstractPurpose: Organisations are increasingly using project or programme management offices (PMOs) to co-ordinate activities across information system (IS) projects. This paper explores how the presence of PMOs and their involvement in IS projects relates to project success and to senior management satisfaction with those projects.Design/methodology/approach: The study uses an exploratory survey method to consider the relationship of both the presence of a PMO and the involvement of the PMO in five key practices that span the project life-cycle on project success and management satisfaction. Findings:Counter-intuitively, it is found that the presence of a PMO reduces senior management satisfaction with IS projects and has no effect on the overall success rates of those projects. The study draws on ideas of escalation of commitment to explain this finding. Practical implications:The findings suggest that it is more important for PMOs to be involved at the start and at the review stage of projects, rather than in the on-going monitoring, which is where much of their current focus is. Originality/value:This study is the first that we are aware of, to identify a reduced level of management satisfaction associated with the presence of a PMO. It is also the first study to consider PMO involvement at the level of key project practices and hence to be able to suggest how to understand and address the reduced management satisfaction identified.

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Section: Conclusion and Research Contributionmentioning

confidence: 70%

Section: Activities Of Pmosmentioning

confidence: 99%

Section: An Organisational Body or Entity Assigned Various Responsibimentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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The role of project management offices (PMOs) in IS project success and management satisfaction

Ward

Daniel

2013

Journal of Enterprise Information Management

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Exploring Research in Project Management: Nine Schools of Project Management Research (Part 4)

Bredillet

2008

Project Management Journal

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An Empirically Grounded Search for a Typology of Project Management Offices

Hobbs

Aubry

2008

Project Management Journal

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This article uses an empirical contribution to better understand the project management office (PMO). PMOs are an important aspect of project management practice. Their design and management is complicated by the great variability found among PMOs in different organizations. Lack of consensus on their structure and the roles they undertake prevent the establishment of formal standards on PMOs. Having a typology of PMOs can make the great variability much more manageable. However, the typology should be grounded in reality. The aim of this article is to exploit a rich database of descriptions of 500 PMOs to identify patterns in the data that can form the bases for one or more typologies of PMOs. Data on both the organizational context and the characteristics of PMOs were explored. The search for the bases of a typology relies on the identification of statistical associations (1) between the characteristics of PMOs and characteristics of their organizational context, (2) between the different characteristics of PMOs themselves, and (3) between the performance of PMOs and the characteristics of both PMOs and their organizational context. The analysis explores each of these avenues successively in the search for characteristics that are good or poor candidates for forming the basis of a typology of PMOs. The results of the analysis are then integrated into a model.

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A Multi-Phase Research Program Investigating Project Management Offices (PMOS): The Results of Phase 1

Abstract: three-phase research program has been undertaken in order to develop a better understand of PMOs. This paper presents the research strategy, the overall program, and the results of the first phase of the research.

Cited by 140 publications

References 5 publications

The role of project management offices (PMOs) in IS project success and management satisfaction

The role of project management offices (PMOs) in IS project success and management satisfaction

Exploring Research in Project Management: Nine Schools of Project Management Research (Part 4)

An Empirically Grounded Search for a Typology of Project Management Offices

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