Project management offices in transition

Aubry, Monique; Müller, Ralf; Hobbs, Brian; Blomquist, Tomas

doi:10.1016/j.ijproman.2010.05.006

Cited by 101 publications

(86 citation statements)

References 27 publications

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“…The latter may deal exclusively with one area of an organisation's projects, such as new product development or information systems and technology or may have a role that encompasses all major projects and programmes, sometimes termed 'enterprise' or 'corporate' PMOs Aubry et al, 2010a). …”

Section: An Organisational Body or Entity Assigned Various Responsibimentioning

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%

“…The survey did not ask when the PMO was formed, since a number of studies have emphasised that organisations frequently reconfigure their PMOs (Pellegrinelli and Garagna, 2009;Aubry et al, 2010a;2010b). The age of the PMO could not therefore be taken as an indicator of the PMO's expected role, the activities it was likely to undertake or its affect on project success.…”

Section: Research Design and Survey Instrumentmentioning

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%

“…Previous research (Stanleigh, 2006) has found that 75% of PMOs in the IS domain were shut down within three years of formation because they failed to demonstrate their value, whilst other research highlights the frequent changes to the form of PMOs (Aubry et al, 2010a;2010b). An understanding of the impact of PMO involvement at the practice level can aid managers in identifying how they should focus the efforts of their PMO to ensure that they add value.…”

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: An Organisational Body or Entity Assigned Various Responsibimentioning

confidence: 99%

Section: An Organisational Body or Entity Assigned Various Responsibimentioning

confidence: 99%

Section: Research Design and Survey Instrumentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

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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Bibliography

2017

The Multiple Facets of Innovation Project Management

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Exploring PMOs through Community of Practice Theory

Aubry

Müller

Glückler

2011

Project Management Journal

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This article explores project management offices (PMOs) through community of practice theory. Preliminary results from a national health care case study are used to confirm the legitimacy of this approach. Today's knowledge‐based economy calls for mechanisms to share knowledge. The issue of making more with less is at stake in order to reuse good practices, support innovative practice, and prevent the reinvention of the wheel. Members of these communities are at the heart of the learning process. The originality of this research is that it sheds light on PMOs in a new theoretical perspective within the field of knowledge management.

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Project management offices in transition

Cited by 101 publications

References 27 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

Bibliography

Exploring PMOs through Community of Practice Theory

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