Project management office a knowledge broker in project-based organisations

Pemsel, Sofia; Wiewiora, Anna

doi:10.1016/j.ijproman.2012.03.004

Cited by 167 publications

(210 citation statements)

References 47 publications

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“…Also, PMO involvement in benefits and change planning and reviews can provide learning that can be used to improve the benefit identification and realisation in subsequent projects, which is effectively an 'across' or 'inter-project' effect. This is consistent with Liu and Yetton's (2007) finding that PMOs involvement in project reviews facilitates cross project learning and Pemsel and Wiewiora's (2012) characterisation of PMOs as organisational knowledge brokers.…”

Section: Discussion Of Findingssupporting

confidence: 86%

“…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%

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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: Discussion Of Findingssupporting

confidence: 86%

Section: Activities Of Pmosmentioning

confidence: 99%

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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“…A PMO must be capable of managing retrospective learning, which refers to generating knowledge from past projects; and prospective learning, transferring knowledge from past experience to future projects (Pemsel et Wiewiora, 2013). A PMO can develop and maintain the rules and methods of a company.…”

Section: The Project Management Office -Pmomentioning

confidence: 99%

“…In PM literature, studies on KM highlight the key role of the project management office (PMO) for storing and disseminating knowledge Müller et al, 2013;Pemsel et Wiewiora, 2013).…”

Section: Introductionmentioning

confidence: 99%

A knowledge management perspective of the project management office

Nadae

Carvalho

2017

BJO&PM

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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.

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“…However, projects naturally tend to prevent knowledge sharing, because the project managers are primarily focused on time, products or services, and timely delivery and not on knowledge sharing activities (Pemsel & Wiewiora, 2013). Time pressure and the temporary nature of projects mean that the end of a project is often the end of a collective learning activity.…”

Section: Project Management Office As a Knowledge Agentmentioning

confidence: 99%