Configurations for Interorganizational Project Networks

The Interplay of the PMO and Network Administrative Organization

Article Governance 1 August 2018

Project Management Journal

Braun, Timo

How to cite this article:

Braun, T. (2018). Configurations for Interorganizational Project Networks: The Interplay of the PMO and Network Administrative Organization. Project Management Journal, 49(4), 53–61. doi: http://dx.doi.org/10.1177/8756972818781710
Projects are becoming increasingly interorganizational; therefore, typically, the project management office (PMO) of a single corporation is neither capable of, nor authorized to, supplying all partners of a project network with services and knowledge. On the interorganizational level, a network administrative organization (NAO) may be founded providing similar services such as those provided by PMOs, but then to all network partners. This conceptual article seeks to integrate these streams of research by comparing the roles and tasks of PMOs and NAOs, as well as their organizational embeddedness. Thereupon, four modes of interplay between these organizational entities are developed and underpinned with exemplary configurations.
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