umu.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Identifying forces driving PMO changes
University of Quebec, Montreal, Montreal, Canada.
University of Quebec, Montreal, Montreal, Canada.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE). Norwegian Sch Management BI, Oslo, Norway; Univ Lille Nord France, LSMRC, SKEMA Business, Lille, France.
Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
2010 (English)In: Project Management Journal, ISSN 8756-9728, E-ISSN 1938-9507, Vol. 41, no 4, 30-45 p.Article in journal (Refereed) Published
Abstract [en]

Project management offices (PMOs) are dynamic organizational entities, frequently in transition from one charter and structure to the next. Within this article, we present empirical results on the nature and reasons for this transition. The article reports the second of a series of studies aimed at understanding the dynamics of PMOs. It addresses the mistaken paradigm that PMOs change because characteristics or functions in an existing PMO are wrong and require a new PMO charter or structure that can last for a long time. Instead of that, the article proposes a process view on the transformation of the PMO as being triggered by conditions within the external and/or internal context and producing outcomes in terms of impacts from the transformation. A global web-based questionnaire on PMO transitions in structure and charter yielded 184 responses. Factor analysis and correlation analyses revealed that the transition of a PMO from one configuration to the next is not a question of being right or wrong. PMOs in transition can rather be understood as a multilevel dynamic process anchored in a specific organizational context change. From the academic viewpoint, the authors believe that this research filled a large gap in the understanding of the reasons for and nature of PMOs to transition.

Place, publisher, year, edition, pages
Wiley , 2010. Vol. 41, no 4, 30-45 p.
Keyword [en]
project management office (PMO), transformation process, drivers of change, organizational change
National Category
Business Administration
Identifiers
URN: urn:nbn:se:umu:diva-35666DOI: 10.1002/pmj.20191ISI: 000281811100004OAI: oai:DiVA.org:umu-35666DiVA: diva2:346057
Available from: 2010-08-30 Created: 2010-08-30 Last updated: 2017-12-12Bibliographically approved

Open Access in DiVA

No full text

Other links

Publisher's full text

Search in DiVA

By author/editor
Müller, RalfBlomquist, Tomas
By organisation
Umeå School of Business and Economics (USBE)
In the same journal
Project Management Journal
Business Administration

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 223 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf