مدیریت پروژه سازمانی : رویکردی تاریخی به مطالعه دفاتر مدیریت پروژه
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3186||2008||6 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 26, Issue 1, January 2008, Pages 38–43
This paper aims at providing a grounded theoretical foundation on which to base a better understanding of organisational project management. This paper delivers empirical evidence that project management offices (PMOs) and organisational project management can be understood as part of an historical process within an organisational context, departing from the traditional boundaries of positivist project management theory. The history of PMOs in four organisations is documented and analysed. The evolution of the organisations and their PMOs is punctuated with events, tensions and changes. An historical process provides a better basis for the development of a theory on PMOs and more globally on organisational project management.
Rethinking project management! This paper is aligned with the present vitality found in the movement to rethink the field of project management . The project management research literature is opening up to new paradigms departing from the more traditional positivist approach. There are already propositions on the table to build new theories of project management  and . Theorizing project management at the organisational level is also being pursued  and . However, an integrating link at the organisational level that would integrate all parts of project management as a true field of organisational management is still missing. We argue that the concept of organisational project management is the missing link . The investigation of PMOs is proposed here as a starting point for the development of a theory of organisational project management. Organisation-wide project management activity can be more readily investigated in organisations with PMOs because project activity tends to be concentrated and more visible in these organisations. The complexity of PMOs has already been documented through the description of the variety in both the forms and the functions of PMOs  and . This paper presents the results of in-depth investigations of organisational project management in four organisations, each of which has undergone successive restructurings. A total of eleven organisational transformations have been analysed. An historical approach is employed in order to capture the richness of the organisational transformations and their underlying processes.
نتیجه گیری انگلیسی
This paper can be seen at a more micro level as an investigation of and an attempt to contribute to building theory on PMOs. At a more macro level, it can be seen as a paper on organisational project management. The results can be interpreted at both levels. The description and analysis of the historical development of PMOs in organisations has shown that this development can fruitfully be seen as an historical process of creative destruction and co-evolution. The present state of the PMO and of organisational project management is the product of their specific organisational history and can best be understood in this context. Research based upon a process approach, where history is important, provides new ways of understanding a complex phenomenon. The study of the organisational processes that are behind the instability of PMOs provides a better approach than trying to find what is wrong with the current PMO and the search for an optimal design. The process approach presents a shift in the study of PMOs departing from the variance approach and opens up new opportunities for study in the field of organisational project management.