Performance Management Systems for Project Management Offices: A Case-Based Study

Duarte, Rafael Batista; Deschamps, Fernando; Lima, Edson Pinheiro de; Pepino, André Luiz Gonçalves; Clavijo, Rene Marcel Guzman

doi:10.1016/j.promfg.2020.01.397

Cited by 6 publications

(6 citation statements)

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“…All respondents returned completed questionnaires yielding a 100% response rate. From trend analysis, the respondents concurred that a modified PMO process and complementing performance measurement system which transcends mere EVM index review are required to improve project performance, corroborating the arguments proffered in Section 1 by Viglioni et al (2016), Guerra et al (2014) and Duarte et al (2019). Respondents agreed that the general sequence of PMO process stages (as depicted in Figure 2) was appropriate, but each had inefficiencies and lacked key value-drivers.…”

Section: Pmo Operations In An Esc Organisationsupporting

confidence: 60%

“…This study sought to develop and evaluate the use of a value-driven PMO process framework and complementing KPMS that can work in tandem with EVM index score review to cooperatively improve the PMO's performance. The study provided a proactive model to close this needs gap identified by Viglioni et al (2016), Guerra et al (2014) and Duarte et al (2019).…”

Section: Discussionmentioning

confidence: 98%

“…strategic roles). Duarte et al (2019) concur that project performance indicators based on the project management "iron triangle" constraints of quality, cost and schedule are oversimplified for evaluating PMO performance.…”

Section: Introductionmentioning

confidence: 93%

“…Finally, relationship analysis was conducted by reviewing data which identified how activities in the distinct PMO stages influence overall project performance and the efficacy of other PMO activities. The multi-dimensional PMO performance assessment approaches described byViglioni et al (2016) andDuarte et al (2019) were considered to guide the formulation of KPI ratios to incorporate important relationships into aggregated metrics; in keeping withHill (2004) 's conjecture that this is achievable once activity relationships are clearly established.…”

mentioning

confidence: 99%

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

Mahabir

Pun

2022

BPMJ

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PurposeExisting studies on project performance improvement mainly investigate project management (PM) execution processes. Limited publications investigate the project management office's (PMO) proficiency in facilitating proper PM practice. This paper identifies the key performance indicators (KPI) of PMO operations and develops a KPI-based performance management system (KPMS) for revitalising PMO performance for an engineering-service contractor (ESC).Design/methodology/approachA four-phase study was initiated at an ESC in Trinidad and Tobago (T&T). Phase-1 established historical project performance and PMO challenges via documentary analysis. Empirical data from the PMO staff and management was acquired at Phase-2 to determine PMO process value-drivers and strategic roles. Phase-3 comprised the development of a modified PMO process and the KPMS, whereas Phase-4 evaluated the efficacy of the PMO process and the KPMS framework in a trial period.FindingsThe ESC's existing PMO process lacked significant value-drivers of its PM practice. The company also overlooked strategic PMO roles. Trial implementation of the modified PMO process achieved improved project performance, which stakeholders attributed to the value-driven processes and guidance provided by the KPMS. The KPMS, when used in tandem with Earned Value Management (EVM) index score review revealed core performance aspects that could facilitate continuous improvement of the PMO process at the ESC.Practical implicationsFindings provide an adequate basis for policy creation regarding PMO performance evaluation and guidance for companies contemplating a similar endeavour. A viable model for PMO performance management and improvement is proffered. The findings and the model would provide a platform for subsequent research in the areas of PMO development and business process improvement.Originality/valueThis is the first study conducted to obtain management and practitioners' inputs on developing a PMO performance management framework in a project-based contractor organisation in T&T. Various PMO challenges and implications of improvements specific to engineering-service contractors and similar organisations were determined.

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Section: Pmo Operations In An Esc Organisationsupporting

confidence: 60%

Section: Discussionmentioning

confidence: 98%

Section: Introductionmentioning

confidence: 93%

mentioning

confidence: 99%

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

Mahabir

Pun

2022

BPMJ

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“…In order to optimize the visualization of indicators in the BI system, a KPI booklet was developed starting from the Program and Portfolio Management processes. The KPI mapping was performed through a literature review [47,[59][60][61][62][63][64] and a further check with the company managers involved in the process [65]. As shown by the literature contributions, the project portfolio efficiency is often associated with time, cost, and quality, which should constitute the core triad of elements being investigated [66].…”

Section: Kpi Mappingmentioning

confidence: 99%

Business Intelligence for IT Governance of a Technology Company

Biagi

Patriarca

Gravio

2021

Data

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Managers are required to make fast, reliable, and fact-based decisions to encompass the dynamicity of modern business environments. Data visualization and reporting are thus crucial activities to ensure a systematic organizational intelligence especially for technological companies operating in a fast-moving context. As such, this paper presents case-study research for the definition of a business intelligence model and related Key Performance Indicators (KPIs) to support risk-related decision making. The study firstly comprises a literature review on approaches for governance management, which confirm a disconnection between theory and practice. It then progresses to mapping the main business areas and suggesting exemplary KPIs to fill this gap. Finally, it documents the design and usage of a BI dashboard, as emerged via a validation with four managers. This early application shows the advantages of BI for both business operators and governance managers.

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Crosscheck Information—The Digital Resilience and Contribute of PMO

Mello,

Costa

2024

Lecture Notes in Networks and Systems

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Performance Management Systems for Project Management Offices: A Case-Based Study

Cited by 6 publications

References 10 publications

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

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

Business Intelligence for IT Governance of a Technology Company

Crosscheck Information—The Digital Resilience and Contribute of PMO

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