Open AccessInvestigating the PMO and PfM co-transformation : a routine perspective
Author(s) -
Mahshid Tootoonchy
Publication year - 2017
Publication title -
queensland university of technology
Language(s) - English
Resource type - Dissertations/theses
DOI - 10.5204/thesis.eprints.105562
Subject(s) - project portfolio management , perspective (graphical) , context (archaeology) , project management , process management , knowledge management , portfolio , business , opm3 , value (mathematics) , organizational change , unit (ring theory) , engineering management , engineering , public relations , computer science , psychology , political science , systems engineering , biology , paleontology , artificial intelligence , finance , machine learning , mathematics education
Project management offices are expected to assist organisations in the successful delivery of projects portfolios, but often fail to meet expectations. This study contributes to the academic and practitioner understanding of project and portfolio success by providing a detailed insight into the factors and processes that drive the evolution of project management offices using routines as the unit of analysis. Project management offices are assumed to be the agent of change and strategy implementation; so, the organizational leaders need to understand the organizational context and how a successful PMO re-shape itself over time to increase its value to the organisation
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