The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Khalema, Lehana; Waveren, Cornelis van; Chan, Kai-Ying

doi:10.7166/26-3-1021

Cited by 19 publications

(21 citation statements)

References 17 publications

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“…The number and variety of the organization's customers The role of organization in the project (employer, consultant, contractor) [4] Projects with non-direct financial impacts (improved efficiency, user satisfaction and organizational learning, community benefits, and environment protection) Competitive potential and/or strategic renewal for future business-investment projects Public and non-profit projects [19] Program categories [7] Complexity/Uncertainty dimensions [9] Level of project culture (based on [6])…”

Section: Project Dimensionsmentioning

confidence: 99%

“…But what does maturity mean exactly? The Oxford English Dictionary describes 'mature' as "having reached the most advanced stage in a process", so this means that 'maturity' is the condition of being mature [19]. Maturity can also be a bridge that can compare an organization's actual situation with the best practice from other institutions.…”

Section: Pmo Maturitymentioning

confidence: 99%

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Further Relevance Analysis of a General PMO Model

Szalay¹,

Kovács²,

Sebestyén³

2019

Proceedings of the Creative Construction Conference 2019

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In our previous publications at this forum, on the one hand, we introduced and described a comprehensive project management offices (PMOs) model, and on the other hand, we conducted a deeper analysis of two elements of our model. With this series of articles, we are trying to underline the lack of the common categories and the conventional interpretation leading to a diverse discussion on PMOs. Our suggested PMO model contains six elements formed in a Celtic cross shape. In our latest paper we made a deep analysis of the typology and the service categories. The analysis was not only based on a qualitative literature review, but we have also used the publications as an input for a quantitative analysis. Continuing this approach in this presentation, we will dive deep in the remaining four elements of our model. The viewpoints and inputs for our analysis: 1. Category of Context (the environment of the PMO): industry and business model dependencies, impact of the organizational project knowledge and culture, PMO trends and PMO surveys from different sources 2. Category of Internal processes (of PMO): attempt to define a common set of process group for PMO, features of portfolio management software products 3. Category Performance (the metrics PMO): success factors, KPIs, expectations, balancing among business, project and operational metrics or emphasizing some of them 4. Category Maturity: compering different PMO and project maturity approaches to set up a practical and general proposal. Beyond making our model complete with all six elements analyzed, the presentation gives a brand-new part with the analysis of the relationships and dependencies among the elements.

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Section: Project Dimensionsmentioning

confidence: 99%

Section: Pmo Maturitymentioning

confidence: 99%

Further Relevance Analysis of a General PMO Model

Szalay¹,

Kovács²,

Sebestyén³

2019

Proceedings of the Creative Construction Conference 2019

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“…Apesar dos benefícios da implementação do EGP, ainda não existe um entendimento comum sobre o que impulsiona o sucesso dessa estrutura organizacional (Spalek, 2013), que ainda enfrenta uma falta de reconhecimento de sua contribuição, forçando repetidamente os EGP a justificar sua existência (Kutsch et al, 2015). Não há evidências empíricas de que o EGP esteja associado a uma competência organizacional de gerenciamento de projetos e o EGP ainda tem seu valor questionado dentro de uma organização (Khalema et al, 2015). Além disso, não existe um método de consenso para definir a importância de um EGP (van der Linde e Steyn, 2016); e devido à sua natureza instável, os EGP não oferecem os benefícios esperados em longo prazo (Bredillet et al, 2018).…”

Section: Introductionunclassified

Best practices in implementing a project management office: a systematic review of the literature

Pinto

Mello

Spiegel

2020

S&G

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Highlights: Project management office (PMO) is structurally configured in a particular way to adapt to the peculiarities of each organization and its strategic objectives, in order to promote project management practices. The purpose of this article is to explore the best practices for project management office implementation. A systematic literature review was conducted using 104 documents published between 2000 and 2018. The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Goal: The purpose of this article is to explore the best practices for project management office implementation.Design/Methodology/Approach: A systematic literature review was conducted using 104 documents published between 2000 and 2018.Results: The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.Limitations of the investigation: Other factors related to PMO, such as the implementation phases, maturity models, process groups, and organizational variables that affect PMO.Practical implications: It is observed that there are relevant issues in PMO implementation structuring that are not consolidated, making it difficult for organizations to base their implementation on the available theoretical frameworks.Originality/value: As a result, it became evident that there is a lack of standardization of those characteristics related to the PMO; and that the so-called "best practices" require more academic studies before they can be established.

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“…Assim como o modelo sugerido por Kendall e Rollins (2003), o estudo de Pinto, Cota e Levin (2010) é consideravelmente mencionado por sua gestão estratégica e pela definição de funções relativas ao PMO (UNGER; GEMÜN-DEN; AUBRY, 2012; PANSINI; TERZIEVA, 2013; MONTEIRO; SANTOS; VARAJÃO, 2016), porém poucos trabalhos efetuaram o mapeamento da maturidade através do modelo (DANTAS, 2013;PMI, 2013;KHALEMA et. al, 2015).…”

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“…GEPROS. Gestão da Produção, Operações e Sistemas, Bauru, Ano 14, nº 4, out-dez/2018, p. 337-356De outro ponto de vista, os autoresKhalema et. al.…”

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A importância da maturidade em escritórios de gestão de projetos: estudo de caso de um polo de inovação

Silva¹,

Carvalho²,

Silva³

2018

GEPROS

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A importância da maturidade em escritórios de gestão de projetos: estudo de caso de um polo de inovação Constantemente, por sofrerem transformações profundas e rápidas, organizações optam pela estruturação por meio de projetos, que possuem um caráter menos burocrático e promovem a otimização contínua. Para tanto, recorrem aos escritórios de gestão de projetos, que, entretanto, possuem lacuna quanto sua implantação e funções. Este artigo teve como objetivo apresentar uma análise do mapeamento de maturidade do escritório de projetos de um polo de inovação frente ao modelo PMO Maturity Cube, para averiguar a importância de um modelo de maturidade próprio de PMOs no preenchimento dessas lacunas. A pesquisa reforçou a visão dos autores do modelo, e trouxe perspectivas para trabalhos futuros. Palavras-chave: Escritório de Gestão de Projetos (PMO). Estratégia organizacional. Modelos de Maturidade. Organizations, which undergo profound and rapid transformations, consistently choose structuring through projects that have a less bureaucratic character and promote continuous optimization. In order to adopt this structure, they rely on project management offices, which in the meantime create a gap between their establishment and functions. This paper aimed to present an analysis of the maturity using PMO Maturity Cube model into a project office at an innovation pole, to investigate the importance of a PMO maturity model to fill these gaps. The research reinforced the view of the authors of the model, and provided perspectives for future projects.

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The Relationship Between Project Management Office Maturity and Organisational Project Management Maturity: An Empirical Study of the South African Government Infrastructure Departments

Cited by 19 publications

References 17 publications

Further Relevance Analysis of a General PMO Model

Further Relevance Analysis of a General PMO Model

Best practices in implementing a project management office: a systematic review of the literature

A importância da maturidade em escritórios de gestão de projetos: estudo de caso de um polo de inovação

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