دفتر مدیریت پروژه به عنوان یک نوآوری سازمانی
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|3234||2008||9 صفحه PDF||سفارش دهید||6252 کلمه|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 26, Issue 5, July 2008, Pages 547–555
The paper presents an investigation of the creation and the reconfiguration of project management offices (PMOs) as an organisational innovation. The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context. The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisations and more widely to the “rethinking of project management.”
Quite often over the last decade, the observation has been made that organisations are facing a new context characterized by increased competition, increased rates of product, service and process innovation and an increasing emphasis on time to market. Organisations have responded to these challenges by developing new, more flexible organisational forms  in which projects are both more numerous and more strategically important . As part of the response to these new challenges and as part of the movement to increase both the number and the strategic importance of projects many organisations have implemented a new organisational entity the most common name for which is the project management office or PMO. The PMO has been addressed extensively in the professional literature ,  and . However, there has been very little theoretical or empirical research on the topic. In addition, this organisational innovation has not been examined extensively within the literature stream described above.
نتیجه گیری انگلیسی
The analysis presented here makes several contributions to the study of organisations and organisational innovation. It confirms that the PMO is deeply embedded in its host organisation, and that the two co-evolve. The study also shows that organisational tensions are among the primary drivers behind the implementation and reconfiguration of PMOs. The playing out of these tensions brings into focus the importance of organisational politics. The analysis shows that PMOs and more generally the structures put in place to manage multiple projects are part of a political system that plays an important role in organisations . In the project management literature, power and politics are often treated with an instrumental approach through risk management and stakeholder management . The analysis here shows that power and politics should be examined at the organisational level and integrated into organisational project management. The PMO is an organisational innovation in the sense that it is a recent and important phenomenon. But if it is an innovation it is unstable and still evolving both in individual organisations and in the population of organisations as a whole. If the institutionalisation process is at work, the results are not yet visible. Given the ever-changing nature of organisations, it may take considerable time before a discernable pattern emerges, if it emerges at all.