Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors

Hadi, Ali S.; Liu, Yang; Li, Shenxue

doi:10.1016/j.ijproman.2021.11.003

Cited by 13 publications

(12 citation statements)

References 89 publications

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“…Besides, this study extends the existing theories that PMOs leverage new information management technologies to fulfill their mission as generators of knowledge and innovation owing to their central position in the project management environment (Hadi, 2022).…”

Section: Implications Of the Pmo Capability Modelmentioning

confidence: 56%

“…The term technology in organizational project management settings can be translated as the state-of-the-art infrastructure necessary for managing knowledge and information across projects (Sergeeva & Ali, 2020). Effective use of knowledge-sharing tools enables PMOs to bridge knowledge flow gaps between operational and strategic management levels (Hadi et al, 2022). Table 1 summarizes the variables associated with these five capabilities.…”

Section: Effective Information and Knowledge Management (Eikm)mentioning

confidence: 99%

“…Formulating PMO capabilities from a dynamic capability view provides a long-term planning basis for setting performance targets and improving outcomes (Wuni & Shen, 2020). The correct formulation of capabilities requires an in-depth understanding of organizational, functional, and structural features, which have been theorized in the literature (Hadi et al, 2022). For example, the PMO descriptive model suggests that both functions and structural characteristics determine the PMO value (Aubry et al, 2011b), which is also influenced by organizational variables due to their strategic position in organizational structures (Pirotti, 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Pellegrinelli & Garagna, 2009;Müller et al, 2013b;Schibi, 2013;Kutsch et al, 2015;de Nadae & de Carvalho, 2017;Braun, 2018;Martinez Sanz & Ortiz-Marcos, 2019;Hadi et al, 2022 …”

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Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies

Ershadi

Jefferies

Davis

et al. 2023

Project Management Journal

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The contemporary literature emphasizes a need to delve into how project management offices (PMOs) can be effectively operated in construction organizations by embedding integrated project management rather than relying on stand-alone project controls. However, capabilities for running high-performing PMOs in this complex industry are still unknown to this growing body of knowledge, which is considered a barrier to the realization of their full potential. To address this gap, the current research explores a factor structure for core capabilities using a cross-validation method with survey data from 395 experts in general contracting organizations. The results revealed that the five-factor measurement model encompasses constructs of competent human resources and supportive culture, strategic alignment, delivery support, knowledge management, and leveraging organizational capabilities. This study extends the current literature by establishing a new measurement model explaining the dimensionality of PMO capabilities.

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Section: Implications Of the Pmo Capability Modelmentioning

confidence: 56%

Section: Effective Information and Knowledge Management (Eikm)mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

“…Pellegrinelli & Garagna, 2009;Müller et al, 2013b;Schibi, 2013;Kutsch et al, 2015;de Nadae & de Carvalho, 2017;Braun, 2018;Martinez Sanz & Ortiz-Marcos, 2019;Hadi et al, 2022 …”

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Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies

Ershadi

Jefferies

Davis

et al. 2023

Project Management Journal

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“…In this capacity, PAR encourages social change and enables action researchers to assume diverse roles, adeptly guiding processes and navigating conflicts within enterprises (Estensoro, 2015). PAR can also effectively capture and utilize lessons learned from past projects, which is a critical competence for successful project outcomes (Hadi et al ., 2022). This capacity to harness experiential knowledge from the past greatly contributes to promoting active participation, engagement and reflective practices within ongoing projects.…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects

Mehrabioun Mohammadi

2024

IJMPB

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PurposeThis research aims to examine the challenges of recruiting participatory action research (PAR) in managing innovation projects. An enhanced methodology based on PAR was developed to mitigate the challenges related to recruiting PAR in managing innovation projects. The proposed methodology was evaluated by comparing it to established methodologies/frameworks such as Scrum, Design Thinking (DT) and The Lean Startup (TLS). The evaluation aimed to determine the advantages and limitations of the proposed methodology in managing innovation projects.Design/methodology/approachThe proposed enhanced methodology consists of eight steps, ranging from developing an understanding of the industry and business structure to learning and knowledge management. In addition, the enhanced methodology uses other techniques, such as Force field analysis and 12 boundary questions.FindingsThe research findings indicate that using the proposed methodology can improve the formalization of collaboration in PAR, enabling the organization to respond better to market changes. It helps define the project scope more clearly, encouraging innovation, addressing communication barriers and considering different worldviews and practical issues. Based on the findings, the proposed enhanced methodology could complement other methodologies/frameworks such as Scrum, DT and TLS.Research limitations/implicationsThe current research adds to the existing literature by identifying the challenges of recruiting PAR in managing innovation projects. A deductive reasoning process was utilized because there is no comprehensive research concerning the challenges of recruiting PAR in managing innovation projects. On the other hand, the PAR 4-phase cycle has been reviewed and enhanced to manage innovation projects.Practical implicationsThe proposed methodology was used in a new product development project. The case study was done on one of the payment service provider companies that design, develop and deploy a digital product for marketing, installation, repair and maintenance of electronic funds transfer at point of sale devices.Originality/valueNo research has yet sought to identify the challenges of using PAR in innovation project management (IPM). Identifying the challenges associated with applying PAR in the IPM and providing an enhanced methodology to mitigate the challenges could fill a gap in IPM studies.

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Managing Procurement Ability Over Time: A Study of Swedish Construction Clients

Lohne

Mohn

2023

Springer Proceedings in Business and Economics

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Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors

Cited by 13 publications

References 89 publications

Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies

Modeling the Capabilities of High-Performing Project Management Offices in General Contracting Companies

Toward an enhanced methodology to mitigate challenges of applying participatory action research in managing innovation projects

Managing Procurement Ability Over Time: A Study of Swedish Construction Clients

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