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A platform for research: civil engineering, architecture and urbanism
Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study
Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.
Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study
Purpose - The purpose of this study is to explore the relationship between the establishment of a Project Management Office and project performance. Particularly, whether or not the establishment of a Project Management Office leads to enhanced project performance in project based organizations. Framework - The framework developed for the purpose of this study is made out of the different categories of Project Management Office services and functions on the one side and the different dimensions of project performance on the other. The model created tests the individual relationships between the constructs on each side. Methodology- The study employs a quantitative research design. Project Management Offices in organizations from across the globe and operating in a range of industries and industry segments are investigated. The data for the study is collected using an online questionnaire. Findings - The findings of this study lead to the belief that the establishment of a Project Management Office and the implementation of a certain set of its services and function will indeed lead to enhanced project performance Managerial Implications - Managers are made aware of the impact of the Project Management Office on project performance. Moreover, they are given guidelines as to what services and functions to adopt if there were only interested in seeing results on the project level. Limitations - The approach to exploring the subject in hand, the choice of participating organizations, the size of the sample tested, and the framework chosen for the evaluation of project performance are all seen as limitations for this study.
Exploring the Impact of the Project Management Office on Project Performance, A Quantitative Study
Andrén, Sebastian (author) / Sahyouni, Mohamad (author)
2019-01-01
Theses
Electronic Resource
English
Övrig annan teknik , Project Performance , Ekonomi och näringsliv , Project Office , Project Management Organization , Other Engineering and Technologies not elsewhere specified , Economics and Business , Competing Values Framework , Project Management Office Value , Project Management Office , Project Management , Project Success , Organizational Performance , Critical Success Factors
DDC:
690
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