دانلود رایگان مقاله انگلیسی کاوش پویایی دفتر مدیریت پروژه و تکامل توام مدیریت پورتفولیو - الزویر 2018

Abstract

This paper addresses a recurrent topic of organizational project management (OPM) research: Project Management Offices (PMOs) are perceived to be instrumental in implementing strategy through portfolios of projects, but empirical evidence also shows that PMOs are often short-lived and their value is hard to quantify. We argue that an explanation may lie in the processes of co-evolution that PMOs undergo over time in interaction with organizational capabilities and context. We adopt an innovative research frame in the context of OPM research, using process theories of change and routines as a lens to investigate the co-evolution of PMO and Portfolio Management. A conceptual framework is suggested and we use an empirical case study to test and refine it. We discuss the theoretical implications of the findings and highlight the contributions made in supporting, adding, articulating and contrasting extant literature. We conclude the paper underlining paths for further researches.

Concluding comments

Starting from the observation of the short life-span of many PMOs and their questionable performance, we highlighted that studying the evolution of PMOs alone was not sufficient, and that considering the dynamic interplay between the PMO and the organizational context and systems seemed to be more appropriate. For the purpose of this research we investigated the co-evolution between the PMO and PfM, taking a routine perspective. Our study lead us to propose, through intermediate theory building, an initial conceptual framework of PMO and PfM co-evolution, which was tested and refined using a single empirical case study. After discussing the findings, we offered a revised conceptual framework for the co-evolution of the PMO and PfM. Based on this framework, we outlined six propositions and discussed how they may support, add, articulate and contrast extant literature. As outlined by the research limitations, the conceptual framework and the propositions need to be strengthened. Three concomitant and complementary research projects are underway. First, a series of case studies across various industries will allow to refine the framework, and provide a broader support to the propositions. Second, a quantitative study of the co-evolution of routines has been proposed to investigate possible patterns of co-evolution. Third, a multi-level case study of the relationships between a strategic PMO and lower-level tactical PMOs will be conducted in order to better understand the dynamic impact of the various routine elements and levels on the sequences of co-evolution. Together, these studies will contribute to strengthen and generalize the conceptual framework and propositions. Finally, we suggest that this research approach can be applied to other PMO/organizational context and systems interplay and could lead to advance our understanding of project organizing.