The mandate of project management offices beyond organizational boundaries—still a blind spot for organizational design?
By: Timo Braun, and Jörg Sydow
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Material type: 
BookPublisher: Project Management Journal Description: 55(5), Oct, 2024: p.507-519.Subject(s): Inter organizational collaboration, Organization design, Project-based organizing, Project management, Office (PMO), Project, Network, Organizational boundaries
In:
Project Management JournalSummary: Based on conceptual reasoning, combined with illustrations from the air cargo industry, this article proposes a gradual broadening of the concept of what project management offices (PMOs) are responsible for to provide added value to the collaborating organizations when planning for and executing inter¬organizational projects. Thus far, the ability of PMOs to support interorganizational projects and practices has been restricted—this goes for project management practice as well as a lack of concepts and theoretical reasoning from research in the domain of project studies. Against this background, this article distinguishes four types of PMOs and identifies promising organizational design elements pointing to functions and barriers, as well as to the interorganizational bridging practices of PMOs in support of their inter¬organizational responsibilities.- Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231223733
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
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Articles
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Indian Institute of Public Administration | 55(5), Oct, 2024: p.507-519 | Available | AR1340928 |
Based on conceptual reasoning, combined with illustrations from the air cargo industry, this article proposes a gradual broadening of the concept of what project management offices (PMOs) are responsible for to provide added value to the collaborating organizations when planning for and executing inter¬organizational projects. Thus far, the ability of PMOs to support interorganizational projects and practices has been restricted—this goes for project management practice as well as a lack of concepts and theoretical reasoning from research in the domain of project studies. Against this background, this article distinguishes four types of PMOs and identifies promising organizational design elements pointing to functions and barriers, as well as to the interorganizational bridging practices of PMOs in support of their inter¬organizational responsibilities.- Reproduced
https://journals.sagepub.com/doi/full/10.1177/87569728231223733
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