Organisational structures and governance for PMOs

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  • Almansoori, M. T. S., Rahman, I. A., Memon, A. H., & Nasaruddin, N. A. N. (2021). Structural Relationship of Factors Affecting PMO Implementation in the Construction Industry. Civil Engineering Journal, 7(12), 2109-2118.
  • Artto K., Kulvik I., Poskela J., Turkulainen V. (2011). The integrative role of the project management office in the front end of innovation. International Journal of Project Management, 29(4), 408–421.
  • AUBRY M, HOBBS B and THUILLIER D (2007) A new framework for understanding organisational project management through the PMO. International Journal of Project Management 25(4), 328–336.
  • Aubry M., Brunet M. (2016). Organizational design in public administration: Categorization of project management offices. Project Management Journal, 47(5), 107–129.
  • Aubry M., Hobbs B., Thuillier D. (2008). Organisational project management: An historical approach to the study of PMOs. International Journal of Project Management, 26(1), 38–43.
  • Aubry M., Lavoie-Tremblay M. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management, 36(1), 12–26.
  • Aubry M., Müller R., Glückler J. (2012). Governance and communities of PMOs. Project Management Institute. Aubry, M., Müller, R. and Glückler, J. (2011), “Exploring PMOs through community of practice theory”, Project Management Journal, Vol. 42 No. 5, pp. 42-56, doi: 10.1002/pmj.20259.
  • Braun, T., & Sydow, J. (2024). The Mandate of Project Management Offices Beyond Organizational Boundaries—Still A Blind Spot for Organizational Design?. Project Management Journal, 87569728231223733.
  • Carden, L. L., & Brace, C. (2022). Project management office (PMO): Using projects as strategies for managing organizational and human resources. International Journal of Information Technology Project Management (IJITPM), 13(1), 1-13.
  • Curlee, W. (2008), “Modern virtual project management the effects of a centralized and decentralized project management office”, Project Management Journal, Vol. 39, pp. 583- 596, doi: 10.1002/pmj.
  • Hadi A., Liu Y., Li S. (2022). Transcending the silos through project management office: Knowledge transactions, brokerage roles, and enabling factors. International Journal of Project Management, 40(2), 142–154.
  • Hans, R., & Mnkandla, E. (2022). The role of the PMO in enforcing and standardizing attendance to the needs of software project teams by project managers. Procedia Computer Science, 196, 782-790.
  • Hobbs B., Aubry M., Thuillier D. (2008). The project management office as an organisational innovation. International Journal of Project Management, 26(5), 547–555. Hobbs, B. and Aubry, M. (2008), “An empirically grounded search for a typology of project management offices”, Project Management Journal, Vol. 39, pp. 569-582, doi: 10.1002/pmj.
  • Jalal, M. and Koosha, S. (2015), “Identifying organisational variables affecting project management office characteristics and analysing their correlations in the Iranian project-oriented PMO operations in an ESC organisation 957 organisations of the construction industry”, International Journal of Project Management, Vol. 33 No. 2, pp. 458-466.
  • Katunina, I.V. (2018) ‘Configuring the project management office: case of an innovation industrial company’, Strategic Decisions and Risk Management, Vol. 1, pp.46–51 [online] https:// doi.org/10.17747/2078-8886-2018-1-58-63
  • Liu, L. and Yetton, P. (2007), “The contingent effects on project performance of conducting project reviews and deploying project management offices”, IEEE Transactions on Engineering Management, Vol. 54 No. 4, pp. 789-799, doi: 10.1109/TEM.2007.906852.
  • MARTIN NL, PEARSON JM and FURUMO K (2007) Is project management: size, practices and the project management office. Journal of Computer Information Systems 47(4), 52.
  • Monteiro, A., Santos, V. and Varajão, J. (2016), “Project Management Office Models – a review”, Procedia Computer Science 100, 1085– 1094.
  • Müller R., Glückler J., Aubry M. (2013). A relational typology of project management offices. Project Management Journal, 44(1), 59–76.
  • Müller, R., & Wang, L. (2024). A Taxonomy of Project Management Offices and Their Organizational Project Management Landscapes. Project Management Journal, 87569728231220628.
  • Paton, S., & Andrew, B. (2019). The role of the project management office (PMO) in product lifecycle management: a case study in the defence industry. International Journal of Production Economics, 208, 43–52. https://doi.org/10.1016/j.ijpe.2018.11.002
  • Philbin S. P. (2016), “Exploring the Project Management Office (PMO) – Role, Structure and Processes”, International Annual Conference of the American Society for Engineering Management, Charlotte (NC), USA. American Society for Engineering Management.
  • RAD PF and LEVIN G (2002) The Advanced Project Management Office: A Comprehensive Look at Function and Implementation. CRC Press, Boca Raton, FL
  • RAD PF and RAGHAVAN A (2000) Establishing an organizational project office. AACE International Transactions 44, PM.13.1–PM.13.9.
  • Spelta, A. G., & Albertin, A. L. (2012). Project management offices in the IT area: A context-discriminant model for their establishment. Information Systems Management, 29(1), 40–54. doi:10.1080/10580530.2012.634296
  • Tsaturyan T., Müller R. (2015). Integration and governance of multiple project management offices (PMOs) at large organizations. International Journal of Project Management, 33(5), 1098–1110.
  • Zouheir, E.Y., Rachid, J. and Jamal, E.A. (2019) ‘PMO within Moroccan organizations: towards a synthetic model of implementation’, European Scientific Journal, Vol. 15, No. 13, pp.191–205 [online] https://doi.org/10.19044/esj.2019.v15n13p191.
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