The article is devoted to the creating and management expediency of several project offices in an educational organization of tertiary education (hereinafter – OTE). The topic relevance is due to the ...growing number and types of ongoing projects that require proper organization and management and, consequently, governance of project management offices. The article presents the features of educational projects and the role of the project management office in the OTE system. The main types of project management offices at universities and their functions and tasks are described. Common elements of successful project management offices from around the world are highlighted based on a global study conducted by the Project Management Institute (PMI) together with PricewaterhouseCoopers (PwC) in 2021. The advantages and disadvantages of creating a single system of several project offices of different orientation and a single project management office at the university are discussed. Based on the information from the scientific literature and the conducted research, the authors conclude that in order to use all the advantages of the project office in full, it is necessary to create one project office in OTE. However, the authors also claim the need for further research to assess the feasibility of the practical implementation of their proposed solution.
Project management (PM) has been adopted by both public and private organisations in two stages. The first stage, related to the acquisition of the competence by individuals working is disparate ...corners of an organisation. In this configuration, skills have been used in an uncoordinated manner to support and provide PM services. However, in the past decades, most organisations, including many in Botswana, have moved to a second level of establishing and operating project management offices (PMOs). The purpose of PMOs is to provide and support managerial, administrative, training, consulting, and technical services for projects in organisations. Therefore, PMOs are expected to provide value-for-money by increasing the success of project delivery i.e., within time, budget and as specified. To know that this is being attained requires measuring results from the services offered by PMOs using key performance indicators (KPIs). This article, therefore, discusses results of a study that sought to identify the KPIs used in measuring PMO services in six selected organisations in Botswana. The research was based on two methods namely a questionnaire and focus group discussion workshops. The strategy was that if respondents indicate in the questionnaire that they measure results of their PMO services, then they would indicate in the focus group discussions the nature of their KPIs. Disappointingly, results indicated that five organisations (OrgA, OrgB, OrgC, OrgD and OrgE) did not have formal measurement regimes and hence no KPIs were identified. Only one organisation (OrgF) indicated some form of performance measurement based on the balanced scorecard of the PMO.
The growing popularity of Project Management Offices (PMOs) as organizational structures is grounded in the assumption they support more efficient and effective project management for better strategy ...implementation. However, research emphasizes they fail to deliver expected value: their unstable nature precludes the delivery of long-term benefits. This is compounded by the absence of a theory of PMO change and adaptation. Recent research, taking a co-evolution lens rooted in evolutionary theory, suggests that PMOs should be studied in relation to the broader organizational context, in order to better capture the dynamic interplay and fit between them. In this study, taking a routine perspective as micro-foundation and unit of analysis, we focus on the co-evolution between PMO and Project Portfolio Management (PfM) as organizational capability for six case studies. A structural analysis of the relational routines' system between PMO, PfM and the Organizational context allow us to unveil dynamics at stake, i.e. why and how changes occur, as well as eigen behaviors and the changing states of various routines elements (influential, mediating, dependent or not-influential). This study makes five contributions. We show that: 1) PMO and PfM can be conceptualized as collections of routines, 2) PMO and PfM co-evolve over time to adapt to organizational context influence, 3) the co-evolution of a routines' system, abstracted as a non-trivial machine, exhibits an eigen behavior, 4) applying a structural analysis approach allows to simulate the dynamics of a routines' system and to unveil the role of key routine elements and 5) eigen values of routines' systems allow to characterize their eigen behavior.
•PMO and PfM can be conceptualized as collections of routines•PMO and PfM co-evolve over time to adapt to organizational context influence•the co-evolution of a routines' system, abstracted as a non-trivial machine, exhibits an eigen behavior•a structural analysis approach allows to simulate the dynamics of a routines' system and to unveil the role of elements•Eigen values of routines' systems allow to characterize their eigen behavior.
The study presents the main features of the concept of project, which are reflected in the main world standards for project activities. It is concluded that the implementation of project management ...in the Russian Federation is carried out taking into account the integration of the basic principles laid down in the world standards in the project activities in our country. The legal framework of the Belgorod region, which is the starting point for the development of project management in the Executive authorities, is considered. The organizational and management model of the considered region on project activity where the key role is played by Regional project office is presented. The study presents the differentiation of regional authorities in the areas of activity on the process and project. Statistical data on the number of projects implemented in the Belgorod region are shown, and attention is drawn to the fact that most of the projects are not large-scale. Some activities carried out within the framework of project activities are presented, and the results of their implementation are shown. Reviewed design portfolios 3 districts of the Belgorod region showed the main features of information systems designed to ensure project activities in the region. The importance of the creation and development of information systems for further development and efficiency of project management implemented in the Executive authorities at the regional level.
The advantages of project management have been well documented, but project failure rates still remain high. This suggests continued exploration of new process models and organization structures to ...nurture strong project performance. One important candidate for improvement in this ongoing journey is the project management office (PMO). This paper is based on a two-year empirical study that investigated the establishment and use of PMOs and the environmental conditions in which they operated. It also identified and assessed an array of PMO functions and services and their influence on reported project performance. The core results were generally favorable toward the utilization of such features, with project standards and methods showing the highest correlation to performance in each of the two distinct populations.
The paper is devoted to formulation of theoretical, methodological and practical recommendations for ensuring enterprise sustainable competitiveness based on an integrated assessment of key resource ...determinants. The issue of ensuring enterprise competitiveness require increased attention in modern conditions of Ukrainian economy development. It was determined that implementation in production practice of these tasks are possible due to the efficient enterprise resource potential management, which will ensure maximum using of production capacity, cost reduction, improving product quality and competitive position stability. An object of the study is decision-making processes that appear using the enterprise competitiveness resource potential. Subject of the study is expansion of high-quality products’ production in conditions of world demand. The authors were solved the following set of tasks: was clarified the term’s essence «competitiveness» according scientific approach; was determined the enterprise position based on competitiveness integral index calculation; was identified enterprise competitiveness main components in accordance with the resource concept; an assessment of the enterprise technical and economic condition was carried out by calculating the wear and sustainable coefficients, also products qualitative parameters were established based on economic and mathematical modelling methods. The reasons for the decrease in the rate of metallurgical enterprise development were determined: outdated technologies, the need to comply with international quality standards, increased competition in the market, wear of fixed assets. In the final part, to solve these problems, a set of measures has been developed to improve the state of the enterprise by expanding the production of high-quality products through an investment strategy.
Growing up in the woods of Chatham County, North Carolina, among families who had decided to go back to the land, I imagined that nuclear conflict was worlds away-until I discovered that a top-secret ...federal communications facility had been hiding in my family's backyard. This covert facility, known as the 'Big Hole' and operated by AT&T, is one of a small network of 'continuity of government' sites that were designed to shelter top federal officials in the event of a nuclear attack. After a period of disuse, the Big Hole site has recently come back online. This essay traces my attempt to understand its purpose and place in the terrain of my childhood home. As I show, the persistent growth of U.S. domestic defense infrastructure is at least partially reversible at the level of local government, for citizens possess the power to check the expansion of these secret installations. Even so, the infrastructure of defense place limits on individuals' ability to understand and even to access their own lived environments. These military architectures have become pervasive and enduring features of our living landscape.
The article reports the main provisions of the concept and solutions for creating the digital platform in the field of bioinformatics and the formation of the thematically oriented and industrial ...digital ecosystems on its basis. The composition and structure of the digital platform are discussed: information repositories, data and knowledge bases, thematically oriented software repository, task-oriented services for various target groups of users. Within the framework of the platform, it is also planned to organize a system of high-quality access to specialized data centres and high-performance computing infrastructure. Particular attention is devoted to one of the components of such platform - the project office for bioresource collections management. The project office has registered such types of collections as animal collections: wild and laboratory animals, live breeding, museum zoological animal collections, farm animals; plant collections: herbarium funds of plants biological diversity, living collections of natural flora, agricultural plants. Collection types such as collections of human biomaterials, cell culture collections, microorganism collections are important for medical research.
Desempenho do escritório de gerenciamento de projetos Oliveira, Ronielton Rezende; Martins, Henrique Cordeiro
Innovar : revista de ciencias administrativas y sociales,
01/2020, Volume:
30, Issue:
75
Journal Article
Peer reviewed
Open access
o Project Management Office (PMO) é estabelecido para melhorar a eficiência e eficácia das organizações ao ajudar os gerentes de projetos, as equipes de projetos, as áreas funcionais e os níveis ...organizacionais. De acordo com a percepção de desempenho do PMO, este artigo verifica as intensidades e influências dos fatores organizacionais: estratégia, sistemas de informação, gestão do portfólio de projetos, operações, redes de relacionamento, pessoas, gestão do conhecimento e cultura organizacional, quando comparados à ausência ou existência do PMO nas organizações. A análise de dados de 63 países foi realizada com a Partial Least Squares Structural Equation Modeling (PLS-SEM). Os resultados indicam que, para os respondentes que não atuam em um PMO, persiste um entendimento divergente do dos respondentes que exercem atividades em um PMO, em que a variância explicada no desempenho deste para as organizações que possuem um escritório de projetos corresponde a 43% no modelo da pesquisa.
The Project Management Office (PMO) is established to improve the efficiency and effectiveness of organizations by helping project managers, teams, functional areas, and organizational levels. Based on the perception of PMO performance, this paper verifies the influence of organizational factors such as strategy, information systems, project portfolio management, operations, relationship networks, people, knowledge management, and organizational culture, when comparing the attendance or non-attendance of PMO in organizations. Data analysis from sixty-three countries was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results show a divergent understanding between respondents who perform activities under a PMO approach and those who do not, with a 43% variance in PMO performance for those organizations that count on a project office.
el Project Management Office (PMO) se establece para mejorar la eficiencia y la eficacia de las organizaciones al ayudar los gerentes de proyectos, los equipos de proyectos, las áreas funcionales y los niveles organizativos. De acuerdo con la percepción de desempeño del pmo, el artículo verifica las intensidades e influencias de los factores organizacionales: estrategia, sistemas de información, gestión de la cartera de proyectos, operaciones, redes de relaciones, personas, gestión del conocimiento y cultura de la organización, en comparación con la ausencia o la existencia del PMO en las organizaciones. El análisis de datos de 63 países se realizó con la Partial Least Squares Structural Equation Modeling. Los resultados evidencian que, para los que contestaron que no actúan en un PMO, persiste un entendimiento divergente al de los que ejercen actividades en un PMO. Asimismo, la varianza explicada en el desempeño del PMO para las organizaciones que poseen tal proyecto corresponde al 43% en el modelo de investigación.
Le Bureau de gestion de projet ou Project Management Office (PMO) est créé pour améliorer l'efficacité et la rentabilité des organisations en aidant les gestionnaires de projet, les équipes de projet, les domaines fonctionnels et les niveaux organisationnels. Selon la perception de performance du pmo, l'article vérifie l'intensité et l'influence des facteurs organisationnels: la stratégie, les systèmes d'information, la gestion de portefeuille de projets, les opérations, les réseaux relationnels, les personnes, la gestion des connaissances et la culture de l'entreprise, par rapport à l’absence ou à l’existence de PMO dans les organisations. L'analyse des données de 63 pays a été réalisée à l'aide de la modélisation d'équation structurelle par la méthode des moindres carrés partiels. Les résultats montrent que, pour ceux qui ont répondu qu'ils n'agissaient pas dans un PMO, il persiste une compréhension divergente à celle de ceux qui exercent des activités dans un PMO. De même, la variance expliquée dans la performance du bureau de gestion de projet pour les organisations ayant un tel projet correspond à 43% dans le modèle de recherche.
PDF
