Identifying the Forces Driving Frequent Change in PMOs
Published on 1. August 2011
187 pages
978-1-62825-309-2 (ISBN)
Description
Project Management Offices (PMOs) are not etched in stone. They are complex entities which go through frequent transformations during their average two-year life span. So, what does that mean to project professionals? Identifying the Forces Driving Frequent Change in PMOs answers this question for both researchers and practitioners based on a three-year research effort focused on the organizational change process surrounding the transformation of a PMO. Seventeen case studies and 184 responses to a questionnaire provide the foundation. Results show the temporary nature of PMOs and reveal that significant changes in PMOs can be associated with an organization's internal and external environment.
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Monique Aubry | Brian Hobbs | Ralf Mueller
Identifying the Forces Driving Frequent Change in PMOs
Book
08/2011
Project Management Institute
€28.50
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Content
- Cover
- Title Page
- Copyright Page
- Acknowledgments
- Table of Contents
- List of Figures
- List of Tables
- Executive Summary
- Chapter One: Introduction
- 1.1. Context of this Research
- 1.2. The Origin of this Research
- Chapter Two: Literature Review and Conceptual Framework
- 2.1. The PMO in the Literature
- 2.1.1. Definition of the PMO and Standardization
- 2.1.2. PMO Descriptive Model
- 2.2. Organizational Structure
- 2.3. Organizational Change
- 2.3.1. Contingency Theory
- 2.3.2. The Evolutionary Perspective
- 2.3.3. Patterns of Change
- 2.3.4. Drivers of Change
- 2.4. Conceptualization of the PMO's Transformation Process
- Chapter Three: Methodology
- 3.1. Phase I: Case Studies
- 3.2. Phase II: The Survey
- 3.2.1. Data Collection Strategy
- 3.2.2. Data Analysis Strategy
- Chapter Four: Description of Case Studies
- 4.1. Organization 1: "The Network Company
- 4.1.1. Organizational Context
- 4.1.2. First Transformation of the PMO
- 4.1.3. Second Transformation of the PMO
- 4.1.4. Third Transformation of the PMO
- 4.2. Organization 2: "The Bank
- 4.2.1. Organizational Context
- 4.2.2. First Transformation of the PMO
- 4.2.3. Second Transformation of the PMO
- 4.3. Organization 3: "The Gamer
- 4.3.1. Organizational Context
- 4.3.2. First Transformation of the PMO
- 4.3.3. Second Transformation of the PMO
- 4.4. Organization 4: "The Developer
- 4.4.1. Organizational Context
- 4.4.2. Transformation of the PMO
- 4.5. Organization 5: "The Pack
- 4.5.1. Organizational Context
- 4.5.2. Transformation of the PMO
- 4.6. Organization 6: "The Armour
- 4.6.1. Organizational Context
- 4.6.2. Transformation of the PMO
- 4.7. Organization 7: "The Hospital
- 4.7.1. Organizational Context
- 4.7.2. Transformation of the PMO
- 4.8. Organization 8: "The Data Warehouse
- 4.8.1. Organizational Context
- 4.8.2. Transformation of the PMO
- 4.9. Organization 9: "The Store
- 4.9.1. Organizational Context
- 4.9.2. Transformation of the PMO
- 4.10. Organization 10: "The Financial Group
- 4.10.1. Organizational Context
- 4.10.2. Transformation of the PMO
- 4.11. Organization 11: "The Telephone Company
- 4.11.1. Organizational Context
- 4.11.2. Transformation of the PMO
- 4.12. Organization 12: "The Power Company
- 4.12.1. Organizational Context
- 4.12.2. Transformation of the PMO
- 4.13. Organization 13: "The Engineering Company
- 4.13.1. Organizational Context
- 4.13.2. Transformation of the PMO
- Chapter Five: Results from Case Studies
- 5.1. Typology of Drivers
- 5.2. Patterns of Change
- 5.2.1. Pattern 1. Transition Based upon the Level of Project Management Standardization
- 5.2.2. Pattern 2: PMO Playing between Growth and Contraction
- 5.2.3. Pattern 3: PMO Going Agile
- 5.3. Key Findings
- Chapter Six: Survey Results: Descriptive Statistics
- 6.1. General Information and Demographics
- 6.2. Description of the Change and Its Implementation
- 6.2.1. How long Ago was the Change Initiated?
- 6.2.2. The Amplitude of the Change
- 6.2.3. Implementation
- 6.3. Importance of Drivers of Change in PMO
- 6.3.1. The Importance of External Events as Drivers of PMO Change
- 6.3.2. The Importance of Internal Events as Drivers of PMO Change
- 6.3.3. The Importance of Issues as Drivers of PMO Change
- 6.4. Changes to PMO Roles or Functions
- 6.4.1. The Functions a PMO Fulfills
- 6.4.2. Change in Supportiveness or Control of the PMO
- 6.5. Changes to PMO Structural Characteristics
- 6.5.1. The PMO's Location within the Organization
- 6.5.2. Interdependence with Other PMOs
- 6.5.3. Hierarchical Level to which the PMO Reports
- 6.5.4. The PMO's Access to Top Management
- 6.5.5. Percentage of Projects and Project Managers
- 6.5.6. The PMO's Decision-Making Authority
- 6.5.7. PMO Funding
- 6.5.8. Organizational Culture
- 6.5.9. PMO's Accountability for Project Performance
- 6.6. Key Findings
- Chapter Seven: Survey Results: Factor and Correlation Analyses
- 7.1. Contextual Events Leading to a PMO Change
- 7.1.1. Issues Related to a PMO Change
- 7.1.2. The Relative Importance of the Drivers
- 7.2. The Nature of the Changes to PMOs
- 7.3. Impact after the Change
- 7.4. Correlations among Factors
- 7.5. Correlations with Contextual Factors
- 7.5.1. Contextual Factors
- 7.5.2. Implementation
- 7.5.3. Associations with the Importance of External Events (Event 1)
- 7.5.4. Associations with the Importance of Issues Related to Portfolio Management and Methods (Issue 1)
- 7.5.5. Associations with the Importance of Issues Related to Collaboration and Accountability (Issue 2)
- 7.5.6. Associations with the Importance of Issues Related to Project Management Maturity and Performance (Issue 3)
- 7.5.7. Associations with Increases in the Functions Filled by the PMO and its Supportiveness (Change 1)
- 7.5.8. Associations with Increases in the Scope and the Controlling Nature of the PMO's Mandate (Change 2)
- 7.5.9. Associations with Improvements in Portfolio Management and Methods (Impact 1)
- 7.5.10. Associations with Improvements in Collaboration, Accountability and Skill (Impact 2)
- 7.6. Key Findings
- Chapter Eight: Survey Results: Mediating and Moderating Effects
- 8.1. Mediating Effects
- 8.1.1. Variables Mediating the Relationship between External Events and Impact 2, Improvements in Collaboration, Accountability and Skill
- 8.1.2. Other Mediating Effects of Change Management
- 8.1.3. Mediation of the Relationship between the Importance of Collaboration Issues and Accountability Issues (Issue 2) and Improvements in these Issues (Impact 2)
- 8.2. Moderating Effects
- 8.2.1. Moderating Effects on Impact 1: Improvements in Portfolio Management and Methods
- 8.2.2. Moderating Effects on Impact 2: Improvements in Collaboration, Accountability and Skill
- 8.2.3. Moderating Effects on Impact 3: Work Climate and Cost of PMO
- 8.3. Discussion of the Findings Related to Mediating and Moderating Effects
- 8.3.1. Patterns Related to Improvements in Portfolio Management and Methods (Impact 1)
- 8.3.2. Patterns Related to Improvements in Collaboration, Accountability and Skill (Impact 2)
- 8.3.3. Patterns Related to Improvements in Work Climate and Cost of PMO
- 8.3.4. The Logic of PMO Transformations is Primarily Context-Specific
- 8.3.5. Moderating Effects of Project Management Maturity
- 8.3.6. Organizational Change
- 8.4. Key Findings Related to Mediating and Moderating Effects
- Chapter Nine: Discussion
- 9.1. Modeling the Transformation of PMOs
- 9.2. Why do PMOs Change?
- 9.3. The Implementation of the Change to the PMO
- 9.4. The Changes to the PMOs
- 9.5. The Failure to Identify Patterns in the Transformation Process
- Chapter 10: Conclusion
- Appendices
- References
