“…PMO roles Hallows, 2002;Aubry et al 2008;Hobbs et Aubry, 2010, Rose, 2011, Unger et al, 2012KM and PM Bower et Walker, 2007Ajmal et Koskinen, 2008;Reich, Gemino et Sauer, 2008;Gladden, 2009;Petter et Randolph, 2009;Tukel et al 2010, Johansson et al, 2011Alin et al, 2011;Gasik, 2011, Koskinen, 2012Müller et al, 2013;Pemsel et Wiewiora, 2013 PMO roles on KM days). The transcribed interviews were presented to the interviewees for ensuring validity and reliability.…”
The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.
“…PMO roles Hallows, 2002;Aubry et al 2008;Hobbs et Aubry, 2010, Rose, 2011, Unger et al, 2012KM and PM Bower et Walker, 2007Ajmal et Koskinen, 2008;Reich, Gemino et Sauer, 2008;Gladden, 2009;Petter et Randolph, 2009;Tukel et al 2010, Johansson et al, 2011Alin et al, 2011;Gasik, 2011, Koskinen, 2012Müller et al, 2013;Pemsel et Wiewiora, 2013 PMO roles on KM days). The transcribed interviews were presented to the interviewees for ensuring validity and reliability.…”
The purpose of this paper is to investigate the converting projects tacit knowledge into an available explicit knowledge in Project Management Offices, using the SECI model to analyze these processes. Using case studies, the information was gathered by in loco observation, interviews with PMO managers and project managers, and document analysis. The results show the socialization, externalization, combination and internalization, SECI in PMOs level, helping to visualize the process of transforming project tacit knowledge into explicit knowledge and to understand that knowledge must be incorporated into operational practices, rules in databases, and company history. Organizational culture was presented itself as a major factor, influencing this process of sharing knowledge among employees from the two companies studied. The steps of the spiral of knowledge, using the SECI model for the conversion of knowledge, the stage and how companies apply this conversion, show that these processes happen on a daily basis and continuously if the team understands this need. Project managers have to emphasizes the important of knowledge management, knowledge sharing and knowledge storage during the development of projects. Mainly PMO has an important role in the process of storage and sharing of knowledge.
“…Scott and Davis, 2007). This process of organizational modernization has recently gained additional momentum in PBOs with the introduction of project management offices (Aubry et al, 2004;Dai and Wells, 2008;Hobbs et al, 2009). …”
Section: Learning From Project To Project Decreases With the Strengthmentioning
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AbstractThe use of codification to support knowledge transfer across projects has been explored in several recent, and mostly qualitative, studies. Building on that research, this paper puts forward hypotheses about the antecedents of knowledge codification, and tests them on a sample of 540 inter-organizational projects carried out in the creative, high-tech and engineering industries. We find that the presence of strong industry norms governing the division of labour discourages knowledge transfer through codification, as suggested by the existing qualitative studies. The presence of a system integrator plays an important role in driving the use of codification for knowledge transfer, to some extent embodying an organizational memory in volatile project environments. Finally, the level of use of administrative control in the project is a robust predictor of attempts to transfer knowledge via codification. When these antecedents are taken into account, the novelty of products and services plays a smaller role than previously found in determining the use of codification.
“…A literatura apresenta muitas definições diferentes de EP, mas todas têm em comum uma ênfase no papel de centralização exercido pelo EP no referente ao gerenciamento dos projetos (BERNSTEIN, 2000;RAD, 2001;PROJECT MANA-GEMENT INSTITUTE, 2004;DESOUZA;EVARISTO, 2006;THUILLIER, 2007). É oportuno apresentar as principais funções desempenhadas pelo EP, pois elas esclarecem como este exerce o papel de centralizador mencionado nas definições.…”
Section: Uma Perspectiva Sobre Escritórios De Projetosunclassified
“…Para a academia, o modelo contribui para o desenvolvimento teóri-co do campo de pesquisa em gerenciamento de projetos. Trata-se de um desafio extremamente importante para a comunidade de pesquisadores (SAUER; REICH, 2007), pois o campo sofre tanto de escassa base teórica como de falta de conceitos (SHENHAR, 2001;SHENHAR;DVIR, 2004;THUILLIER, 2007). Para a prática, o modelo será uma referência útil para as empresas que estão considerando se devem ou não criar um EP-TI, ajudando-as a tomar decisões mais acertadas.…”
Escritórios de projetos (EP) são entidades organizacionais às quais são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica desses investimentos, a criação dessas entidades começou a se intensificar na década de 1990. Muito embora grandes empresas tenham criado um EP na área de TI (EP-TI), outras optaram por não fazer isso. Este artigo apresenta um modelo conceitual dos direcionadores da decisão de criação de EP-TI, sugerindo que essa decisão depende da satisfação com a entrega dos projetos de TI, da satisfação com o controle do portfólio de projetos de TI, da importância estratégica do portfólio de projetos de TI e da opinião da direção da empresa sobre EP. O modelo foi desenvolvido indutivamente com base na literatura e em quatro estudos de casos. Esta pesquisa contribui para o desenvolvimento da teoria contextual de gerenciamento de projetos por meio do aumento da compreensão das situações em que a criação de EP-TI faz sentido e das situações em que não faz. Para a prática, o modelo conceitual pode ser uma ferramenta muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes.
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