The roles of a Programme and Project Management Office to support collaborative university–industry R&amp;D

Fernandes, Gabriela; Pinto, Eduardo B.; Araújo, Maria Madalena Teixeira de; Machado, Ricardo J.

doi:10.1080/14783363.2018.1436963

Cited by 42 publications

(38 citation statements)

References 64 publications

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“…In order to assist all stakeholders in performing their RM functions, it is necessary to provide training on RM to the project teams, emphasizing its importance, and to involve all stakeholders in the RM process. In fact, in the case of Bosch and UMinho, the Project Management Office played here an important role [17].…”

Section: Discussionmentioning

confidence: 98%

“…These two partners from an early stage have perceived the added value associated with project management in supporting the collaboration, so they have established a Governance Model based on a purposefully developed approach, especially devoted to the management of collaborative R&D funded programs and projects, named Program and Project Management (PgPM) approach. The PgPM approach divides the program life cycle in four phases: Program Preparation, Program Initiation, Program Benefits Delivery and Program Closure [17].…”

Section: Case Study Backgroundmentioning

confidence: 99%

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Critical Management Risks in Collaborative University-Industry R&D Programs

Fernandes

Domingues

Tereso

et al. 2021

Advances in Intelligent Systems and Computing

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In university-industry collaborative research and development (R&D) programs and projects, Risk Management (RM) has assumed a preponderant importance for the success of programs and projects due to their innovative nature. This paper aims to present the management risks identified in R&D funded programs within a large university-industry collaboration (UIC) case study, as well as the prioritization of the risks identified, and the suggested responses to the most critical risks.Based on literature, document analysis and participant observation of the case study, a catalogue of management risks for R&D programs and projects was created. Seeking to focus on critical risks, a survey and a focus group were developed to analyze these risks by key stakeholders involved in the UIC. The prioritization of risks was conducted based on a qualitative risk analysis carried out by key stakeholder's in the UIC, who take the role of Program Manager, Project Manager and Program and Project Management Officer. Then, the critical risks were discussed in the focus group to define risk response strategies. Additionally, the paper discusses strategies for the institutionalization of the catalogue of management risks in UICs. The research was conducted based on only one case study which may limit the generalization of results.

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Section: Discussionmentioning

confidence: 98%

Section: Case Study Backgroundmentioning

confidence: 99%

Critical Management Risks in Collaborative University-Industry R&D Programs

Fernandes

Domingues

Tereso

et al. 2021

Advances in Intelligent Systems and Computing

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“…Características funcionais são funções e deveres do EGP que se espera que sejam executadas em uma organização (Jalal e Koosha, 2015). Há uma grande variedade de opções, tanto na forma como nas funções desempenhadas pelo EGP (Andersen et al, 2007;Aubry et al, 2010;Darling e Whitty, 2016;Desouza e Evaristo, 2006;Desta et al, 2006;Fernandes et al, 2018;Hobbs e Aubry, 2007;Jalal e Koosha, 2015;Kutsch et al, 2015;Monteiro et al, 2016;Singh et al, 2009;Spalek, 2013). Tais funções e práticas esperadas diferem tanto quanto as organizações às quais o EGP pertence (Hobbs e Aubry, 2007;Darling e Whitty, 2016).…”

Section: Funções Ou Serviços Do Egpunclassified

“…Além disso, Monteiro et al (2016), que se dedicaram à pesquisa de tipologias de EGP, identificaram que os EGP são caracterizados por variação em nome, estrutura, funções assumidas e valor percebido, e que as tipologias mais comuns têm de três a cinco tipos de modelos de EGP. Embora esses estudos não fizessem parte da amostra desta pesquisa, vale destacar os modelos de EGP propostos pelo PMI (2013b, citado em Fernandes et al, 2018;Monteiro et al, 2016;e Szalay et al, 2017 ), Crawford (2001, citado em Andersen et al, 2007e 2010e , citado em Monteiro et al, 2016 e Rad et al (2002, citado em Andersen et al, 2007. Os autores inseriram esses modelos na presente pesquisa.…”

Section: Modelos Ou Tipos De Egpunclassified

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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“…Since program initiation phase, the Program Coordination understood communication as a key area. Therefore, it was created a specific role in the Program and Project Management Office (PgPMO): PgPMO Communication [43]. However, a recent survey, directed to program internal stakeholders, shown that the questionnaire items which presented lower degree of satisfaction were the practices and mechanisms adopted for internal communication (3.5) and the alignment between the industry and university teams in the execution of the project in which they were involved in the program (3.4).…”

Section: A Case Study Backgroundmentioning

confidence: 99%

A Conceptual Social Media Tool for Supporting Collaborative University-Industry R&D Programs

Fernandes

Pessôa

Martins

et al. 2018

2018 IEEE International Conference on Engineering, Technology and Innovation (ICE/ITMC)

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This paper aims to help professionals and academics involved in collaborative university-industry R&D programs and projects, by presenting a conceptual social media tool that can be used to improve communication and collaboration between internal stakeholders. The social media tool conceptualization was developed based on a case study research strategy. The case selected was a large publicly funded R&D collaborative program that covers 30 R&D projects carried out by a university and an industry partner. During the case study analysis three research methods were applied: participant observation, document analysis, and focus groups. The social media tool is conceptualized in seven functional building blocks: identity, relationships, sharing, presence conversations, reputation and groups. For each building block, its main objectives and requirements are detailed, within this particular context of collaborative university-industry R&D programs and projects. Keywords-Program and project management; social media tools; communication; university-industry R&R collaboration I. INTRODUCTIONCollaborative university-industry Research and Development (R&D) projects are increasing and their importance to innovation and national economies growth is gaining more and more recognition [1]. In fact, there are several benefits resultant from these collaborations [2]. Literature research concerning university-industry collaboration has concentrated primarily on the existence and effects of the socalled cultural gap. However, the majority of the problems associated with the cultural gap can be alleviated by good project management (PM) [3].PM has become an essential element of increased value to organizations in general [4,5]. Regardless of the industry, the organizations continuously strive to improve their systems and business processes, to preserve a competitive advantage [6]. The success in PM encompass not only the adoption of best practices but also its institutionalization, i.e. it is only the routine use of the PM practices and the strong contextualization (customization) and integration with other contextualized management practices in the organization, and the sense of 'ownership' facilitated by the staff involvement at all levels, that result in PM practices embeddedness in the organization [7].Communication practices in PM context are essential for projects success, as it is recognized in the main PM bodies of knowledge [8][9][10]. There are different dimensions in PM where communication is used as a strategic tool, especially regarding its implications in human interaction, knowledge exchange, team work, and creativity enhancement or innovation development [11]. In fact, human action is always supported by communication and its process is permanently outlined by the social and cultural conditions of the organization where it occurs [12].In projects, several stakeholders need information from different sources to perform their work, which implies the organization and sharing of project information. Projects with higher com...

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The roles of a Programme and Project Management Office to support collaborative university–industry R&D

Cited by 42 publications

References 64 publications

Critical Management Risks in Collaborative University-Industry R&D Programs

Critical Management Risks in Collaborative University-Industry R&D Programs

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

A Conceptual Social Media Tool for Supporting Collaborative University-Industry R&D Programs

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