A fresh look at the contribution of project management to organizational performance

A better understanding of organizational performance and the contribution that project management can make is the aim. The article adopts the “Competing Values Framework,” a rich framework that is well established both theoretically and empirically but is not well known in the field of project management. The framework is summarized and applied in an empirical investigation of the contribution of project management in general and project management offices (PMOs) in particular to organizational performance. The examination of 11 case studies revealed multiple concurrent and sometimes paradoxical perspectives. The criteria proposed by the framework have been further developed through the identification of a preliminary set of empirically grounded performance indicators. The empirical results contribute to a better understanding of the role of project management generally and PMOs specifically. They also demonstrate the usefulness of this framework for the study of project management's contribution to organizational performance.     

Exploring PMOs through community of practice theory

This article explores project management offices (PMOs) through community of practice theory. Preliminary results from a national health care case study are used to confirm the legitimacy of this approach. Today's knowledge‐based economy calls for mechanisms to share knowledge. The issue of making more with less is at stake in order to reuse good practices, support innovative practice, and prevent the reinvention of the wheel. Members of these communities are at the heart of the learning process. The originality of this research is that it sheds light on PMOs in a new theoretical perspective within the field of knowledge management.     

浅议不同项目组织结构在电网设计项目中的应用

随着社会经济的发展,为了适应不断变化的内外部环境,项目管理在各行各业得到了广泛的研究和应用。文章以项目团队的组织结构为研究对象,理论结合实践,对常见的三类项目组织结构类型进行了分析和比较,同时结合当前电网设计项目管理中的问题,提出了如何根据电网项目的实际情况来选择和优化组织结构,为电网设计中如何选择项目团队的组织结构提供了一般性建议。     

Evaluating Wisconsin dairy producer compliance and potential eligibility for international markets under existing European Union and United States Grade “A” bulk tank somatic cell count compliance criteria

A proposal to lower the bulk tank Somatic Cell Count (SCC) maximum for United States of America (US) Grade “A” milk producers was not adopted by the National Conference on Interstate Milk Shipments in 2011 or 2013. The proposal would have made the US Grade “A” limit consistent with many other international standards, including that of the European Union (EU). Some US states, however, have proactively adopted their own SCC limit to mirror the EU limit. The purpose of this study was to analyze the impacts on Wisconsin dairy producers if Wisconsin should adopt the current EU limit and compliance criterion. Analyses were done on SCC results for Wisconsin Grade “A” and Grade “B” dairy producers reported each month to the Wisconsin Department of Agriculture, Trade and Consumer Protection (WDATCP) during January 1, 2009–December 31, 2012. Results were evaluated against the current US Grade “A” and EU compliance criteria for SCC and the percentage of (producer × month) combinations in compliance was determined. If the current EU SCC compliance criterion was in place, 86.7–94.3 and 64.3–77.3% of Wisconsin Grade “A” and “Grade “B” (producer × month) combinations, respectively, would have been in compliance for the years 2009–2012. Compliance of Wisconsin Grade “A” and Grade “B” producers with the existing US SCC compliance criterion during the same period was 99.3–99.7% and 87.9–93.9% (producer × month combinations) respectively. An analysis of a subset of Wisconsin Grade “A” producers indicated that smaller-volume producers were less likely than larger-volume producers to meet the EU criterion.     

A Relational Typology of Project Management Offices

This explorative article develops a relational typology of PMOs based on their roles with stakeholders. A multi‐case study was used to identify the roles of PMOs in multiple‐PMO settings. A three‐dimensional role space allows locating the complex relational profiles that PMOs take on with respect to their stakeholders in practice. Superordinate, subordinate, and coequal roles were identified in a framework of servicing, controlling, and partnering in organizations. While servicing (subordinate role profile) and controlling (superordinate role profile) support organizational effectiveness and exploitation of knowledge, partnering (coequal role profile) creates the slack necessary for potential exploration of new knowledge.     

Outsourcing Operations in Project Management Offices: The Reality of Brazilian Companies

The purpose of this study is to explore the mechanisms that influence decisions regarding outsourcing competencies in the operation of project management offices (PMOs). The exploratory research described here involves the use of a web‐based survey for enterprises in Brazil. In 78 of the survey's valid cases, the PMO is operated using the organization's internal resources. A possible conclusion is that the PMO is unlikely to positively relate to the culture of external services used by the organization and to use outsourcing to operate the PMO.