A relational typology of project management offices

This explorative paper develops a relational typology of project management offices (PMOs) based on their roles with stakeholders. A multicase study was used to identify the roles of the PMO in multiple-PMO settings. The paper develops the PMO role typology by distinguishing three ideal role types that PMOs can establish with their stakeholders and the impact those PMO roles may have on performance in terms of slack and innovativeness. In addition, it reports the research design and methodology of a multiple case study approach, data collection, and analysis. It reconstructs four organizational case studies by analyzing the PMO roles and interprets the cross-case findings by use of a graphical representation, the role triangle. 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.
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