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. This article enriches the current discussion on the value of project management and 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 four conceptions of the framework reveal a multifaceted representation of the performance of organizational project management. These are the four concepts: rational goals and efficiency; opens systems and effectiveness; human relations; and internal processes. The examination of 11 case studies revealed multiple concurrent and sometime paradoxical perspectives.
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