Determining the Role of Project Management Office in the Success of Project-Based Organizations

Abstract

The present research investigates the role of project management office in project efficiency and thus its success. The statistical population used in this work includes construction corporations active in the Iran construction industry and familiar with the concept of project management office. In such organizations, existence of the project management office and the success of their projects is firstly assessed and the role of the project management office in success of the organization's project as well as comparison of them with each other is then studied. For this purpose, a quantitative research methodology in the form of survey, along with designing a questionnaire with the help of 5-point Likert scale have been used. The results obtained indicate the existence of a highly strong linear relationship between the existence of project management office and the success of project. The results also show that the more highlighted the features of this office such as methods and standards for project management, project history archive, cooperation between employees/human resources office, project management educating and project administrative support, the more the success aspect of the project will be. Finally, the mentioned inferential statistics and qualitative features lead to generation of practical guidelines for organizations which have or are seeking to establish project management office.

Quantifying Critical Success Factors (CSFs) in Management of Investment-Construction Projects: Insights from Bayesian Model Averaging

“…There is also a specific reason why critical success factors are so important and should not be underestimated (overlooked). It turns out that a majority of construction projects fail to achieve the objectives of the schedule [35,36]. A significant number of construction project managers do not fully understand the critical success factors behind their projects, and, as a result, they prioritize non-essential tasks over those that really drive project progress [5].…”

Revitalising project management office operations in an engineering-service contractor organisation: a key performance indicator based performance management approach

“…It was revealed that the management group was not fully cognisant of the full extent of the PMO which was discovered as a weakness in other research (Kiani et al, 2015;Dai and Wells, 2004). The most striking revelation was that strategic mandates identified in this study were omitted from the PMO's mandate, thus no concerted effort was made to ensure they are being pursued.…”

“…Continuous PMO performance evaluation is vital to ensure that it is effectively satisfying stakeholders' needs, evolving to meet project delivery challenges and fulfilling organisational value (Kiani et al, 2015;Hill, 2004). Studies show that organisations' management are reluctant to support PMO efforts for reasons which include: its strategic value not being clearly understood (Dai and Wells, 2004), PMOs frequently failing to achieve their nominal mandates (Aubrey et al, 2013) and the PMO's dynamism being difficult to keep abreast with (Salamah and Alnaji, 2014).…”

“…Continuous PMO performance evaluation is vital to ensure that it is effectively satisfying stakeholders' needs, evolving to meet project delivery challenges and fulfilling organisational value (Kiani et al. , 2015; Hill, 2004).…”

PMO within Moroccan Organizations: Towards a Synthetic Model of Implementation

“…In recent years, the literature revealed the reasons behind the implementation of PMOs (Kutsch et al, 2015). In fact, the implementation of a PMO primarily contributes to improving project management maturity by enabling the acquisition of knowledge through lessons learned in previous projects and by providing a range of support and facilitation services for projects (Van der Linde & Steyn, 2016), but also plays a key role in the success of projects within organizations (Kiani et al, 2015). The study conducted by Babaeianpour and Zohrevandi (2014) showed that the implementation of the PMO has a significant effect on improving the project performance monitoring and control, crosscutting projects management and decision-making.…”