Value and strategic alignment of the PMO

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  • Andersen, B., Henriksen, B. and Aarseth, W. (2007), “Benchmarking of project management office establishment: extracting best practices”, Journal of Management in Engineering, Vol. 23 No. 2, pp. 97-104, doi: 10.1061/(ASCE)0742-597X(2007)23:2(97).
  • CRAWFORD JK (2001) The Strategic Project Office: A Guide to Improving Organizational Performance. Marcel Dekker, Inc, New York, NY
  • Cruz, C. E., & Scur, G. (2016). PMO alignment to organizational management: study of the PMO elements under the strategic, tactical and operational dimensions. Journal of Business and Projects, 7(1), 32–40. https://doi.org/10.5585/gep.v7i1.380
  • Dai, C.X. and Wells, W.G. (2004), “An exploration of project management office features and their relationship to project performance”, International Journal of Project Management, Vol. 22, pp. 523-532, doi: 10.1016/j.ijproman.2004.04.001.
  • de Medeiros Junior, J. V. (2021). The contribution of project management offices (PMO) to the strategy implementation in Project-Based Businesses: systematic literature review and proposal of a model. Revista de Gestão e Secretariado, 12(2), 301-326.
  • Dietrich, P., Artto, K. and Kujala, J. (2010), “Strategic priorities and PMO functions in project – based firms”, Paper presented at PMI® Research Conference: Defining the Future of Project Management, Project Management Institute, Washington, DC, Newtown Square, PA
  • Duarte, R., Deschamps, F., de Lima, E.P., Pepino, A. and Clavijo, R. (2019), “Performance management systems for project management offices: a case-based study”, Procedia Manufacturing, Vol. 39 No. 1, pp. 923-931.
  • Fonseca, E. (2006), “Strategic PMO: how to align projects to corporate strategy”, Proceedings of the PMI® Global Congress 2006, Newtown Square, PA, Project Management Institute, available at: https://www.pmi.org/learning/library/strategic-pmo-align-strategy-enterprise-8124 (accessed 9 December 2020).
  • Hurt, M. and Thomas, J.L. (2009), “Building value through sustainable project management offices”, Project Management Journal, Vol. 40 No. 1, pp. 55-72, doi: 10.1002/pmj. Ichsan, M. (2020) ‘The perceived value of project management office practices from various industries in Indonesia’, International Journal of Science and Research, Vol. 9, No. 3, pp.770–774
  • Ichsan, M., Abbas, B.S., Hamsal, M. and Sadeli, J. (2018) ‘Project portfolio management capabilities of strategic initiatives and PMO practices in strategy implementation: a perspective of dynamic capability in banking industries in Indonesia’, Advances in Economics, Business and Management Research, pp.657–673 [online] https://doi.org/10.2991/icbmr17.2017.59.
  • Kerzner H. (2003). Strategic planning for a project office. Project Management Journal, 34(2), 13–25. Kutsch, E., Ward, J., Hall, M., & Algar, J. (2015). The contribution of the project management office: A balanced scorecard perspective. Information Systems Management, 32(2), 105-118.
  • Kwak, Y. and Dai, C. (2000), “Assessing the value of project management offices (PMO)”, PMI Research Conference.
  • Linde, J. Van Der, and H. Steyn. “The Effect of a Project Management Office on Project and Organisational Performance: A Case Study.” South African Journal of Industrial Engineering 27, no. 1 (2016): 151–61. doi:10.7166/27-1-1114.
  • Oliveira, R. R., Martins, H. C., Ziviani, F., & Oliveira, R. R. (2020). Performance of project management office: comparison between Brazil and abroad. Journal of Business and Projects, 11(1), 36–53.
  • Pauli, C., & Sell, D. (2019). Knowledge management in project management offices: diagnosis and definition of strategies for a private research institute. Journal of Business and Projects, 10(3), 47–63.
  • Pellegrinelli S., Garagna L. (2009). Towards a conceptualisation of PMOs as agents and subjects of change and renewal. International Journal of Project Management, 27(7), 649–656.
  • Philbin, S. P., & Kaur, R. (2020). Measuring PMO Performance–Application of the balanced scorecard in a collaborative research context. The Journal of Modern Project Management, 7(4).
  • Pinto, A., De Matheus Cota, M.F. and Levin, D.G. (2010) “The PMO maturity cube, a project management office maturity model”, PMI Research and Education Congress 2010, Washington, District of Columbia, pp. 1-43.
  • Rigassi, J. and Campos, C.R. (2018) ‘Project management office in central banks: relationship between the practice of projects and economic stability’, Revista IPecege, Vol. 4, No. 3, pp.49–64 [online]
  • Sandhu, M. A., Al Ameri, T. Z., & Wikström, K. (2019). Benchmarking the strategic roles of the project management office (PMO) when developing business ecosystems. Benchmarking: An International Journal, 26(2), 452-469.
  • Shalal, A., Mohammed, I. and Alzwainy, F. (2016), “Evaluation performance of the project management office in oil companies”, Journal of Engineering and Applied Science, Vol. 11 No. 10, pp. 2274-2285.
  • Siedschlag, D., Silva Jr, O. F. P. da, & Alves, C. S. R. (2016). The contribution of project management office - PMO in the strategic management of a communitarian university. Journal of Business and Projects, 7(3), 1–19. https://doi.org/10.5585/gep.v7i3.335
  • Silvius, G., (2021). The role of the project management office in sustainable project management, in: Procedia Computer Science.
  • Spalek, S. (2013), “Improving industrial engineering performance through a successful Project Management Office”, Engineering Economics, Vol. 24 No. 2, pp. 88-98.
  • Unger B. N., Gemünden H. G., Aubry M. (2012). The three roles of a project portfolio management office: Their impact on portfolio management execution and success. International Journal of Project Management, 30(5), 608–620.
  • Van der Linde, J. and Steyn, H. (2016) ‘The effect of a project management office on project and organisational performance: a case study’, South African Journal Of Industrial Engineering, 27 (1), 151-161.
  • Viglioni, T., Cunha, J. and Moura, H. (2016), “A performance evaluation model for Project Management Office based on a multi-criteria approach”, Procedia Computer Science, Vol. 100 No. 1, pp. 955-962.
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