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Project management offices in transition
School of Business and Management, University of Quebec in Montreal, Canada.
Umeå University, Faculty of Social Sciences, Umeå School of Business.
School of Business and Management, University of Quebec in Montreal, Canada.
Umeå University, Faculty of Social Sciences, Umeå School of Business.
2010 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 28, no 8, 766-778 p.Article in journal (Refereed) Published
Abstract [en]

This paper presents empirical results from a research on Project Management Offices (PMO) in transition. While PMOs are now a prominentfeature of organizational project management, the underlying logic that leads to their implementation or renewal is still not understood. Thisresearch adopted a process view of PMOs in transition. Descriptive data from 17 case studies was primarily obtained through interviews andanalyzed using qualitative text analysis methods. Thirty-five factors of change have been grouped in six categories forming a typology of driversof PMO change. In addition, three patterns of PMO change are presented. The major contribution of this research is to gain a better understandingof the dynamic evolution of PMOs. For researchers, these findings contribute to the project management theoretical development within the fieldof organizational change. For practitioners, it challenges the paradigm of considering the PMO change as a sign of failure.

Place, publisher, year, edition, pages
Elsevier , 2010. Vol. 28, no 8, 766-778 p.
Keyword [en]
PMO, Transformation process, Grounded theory, Drivers of change, Change pattern
National Category
Business Administration
Research subject
Business Studies
Identifiers
URN: urn:nbn:se:umu:diva-36507DOI: 10.1016/j.ijproman.2010.05.006ISI: 000283890100004OAI: oai:DiVA.org:umu-36507DiVA: diva2:354378
Available from: 2010-10-01 Created: 2010-10-01 Last updated: 2017-12-12Bibliographically approved

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Müller, RalfBlomquist, Tomas

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