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The justification for implementing a Project Management Office (PMO) is a recurring problem in organizations, and its existence is often questioned by stakeholders. Under the organizational project management, the PMO presents a variety of roles and functions, whose performance is related to strategic objectives achievement. The literature shows that the PMO can be the battlefield between power and control, between people and processes, and between political factions. Given this situation, the definition of a performance evaluation mechanism allows the verification of how the PMO can serve the interests of project managers and stakeholders, and at the same time serve as a strategic framework within the company. This paper proposes a performance evaluation model for PMO from the software industry based on a multicriteria approach as a way to engage all the stakeholders in such process. Based on a list of 79 performance indicators divided into 17 criteria defined by the Competing Values Framework, a process for evaluating PMOs was defined using the MACBETH technique. The results showed a clear picture of the strengths and weaknesses of the performance of the PMO as well as the priority for improving each of them according to a shared vision of all the stakeholders.

The timely and efficient execution of the U.S. Army Medical Materiel Pharmaceutical Development Program requires a thorough knowledge of regulations issued by the U.S. Food and Drug Administration. In order to accomplish the execution of this drug development program, the Pharmaceutical System Project Management Office, an element of the U.S. Army Medical Materiel Development Activity (USAMMDA), awarded a multi-year contract to Engineering and Economics Research (ORIC). The EER/ORIC team has provided the necessary managerial and technical expertise to complete the preparation and assembly of IND/NDAs. A total of six modifications to existing tasks were submitted to the contractor during the fourth contract year. For the duration of the contract, 18 task orders and 21 task order modifications were submitted to the contractor. All task orders were completed or are in progress within the project delivery schedule and cost estimate. Keywords: RA 1 and 5, Pharmaceutical, Regulatory, FDA, ORIC, IND/NDA, USAMMDA.

This handbook provides a guide to contract pricing which is designed specifically to assist new personnel within the Project Management Office of Tactical Management Information Systems, USA.

It is well known that PMO (Project Management Office)s are effective for successful project performance. Since it takes a long time to develop PMO...

As constantes evoluções tecnológicas, pela qual o mundo moderno atravessa, trazem como uma das consequências a existência de projetos mais complexos, que exigem mais das equipas de gestão das organizações. A não utilização de metodologias e ferramentas apropriadas para a gestão de projetos, a falta de conhecimentos e experiência tanto dos colaboradores das equipas dos projetos como dos gestores de projeto são alguns dos fatores que contribuem para o fracasso destes projetos, pelo que a existência de uma entidade organizacional que seja responsável por disseminar as boas práticas associadas à gestão dos projetos pela organização contribuirá para a melhoria do sucesso dos projetos e para a melhoria da maturidade em gestão de projetos. Uma das estruturas mais comuns que desempenha esse tipo de função é o Project Management Office (PMO). Assim, no sentido de procurar compreender melhor a importância da existência de um PMO para a organização, realizou-se um estudo de caso, da atuação de um PMO na execução de um programa no Departamento de Tecnologias e Informação da empresa Global Business Services, uma empresa do grupo Siemens, com o objetivo de estudar as perceções da equipa de PMO e dos seus clientes quanto ao contributo do PMO para a gestão de projetos. Do trabalho realizado resultaram vários contributos, sendo os principais contributos a caracterização do PMO existente, que permitiu identificar lacunas no seu funcionamento, como a não existência de um guião para o PMO, a exemplo do guião existente para a gestão de projetos, apoiado na metodologia de gestão de projetos existente na empresa; a tomada de consciência por parte dos entrevistados das funções realizadas pelo PMO na empresa, bem como das vantagens/benefícios da existência de um PMO para o sucesso da gestão de projetos, tendo sido proposto por alguns entrevistados o alargamento do PMO a outros projetos/programas em curso na empresa; e, por fim a constatação da necessidade de criação de indicadores de avaliação de performance do PMO que possam comprovar a sua influência para o sucesso dos projetos. Este estudo de caso alerta também para a necessidade dos PMOs, de acordo com o seu tipo (suporte, controlo ou diretivo), comunicarem e promoverem junto dos colaboradores internos e externos as funções por si desempenhadas.

Organizations using hybrid agile and traditional project portfolio management (PPM) methods have become widespread. Hybrid PPM potentially balances the need for adaptability while maintaining predictability. However, it consists of incompatible thinking, and there is insufficient knowledge on understanding and coping with its paradoxes. We deconstruct our data into thinking elements by drawing on data from four large companies. We show how the elements’ incomparable thinking turns into paradoxes among three organizational levels and call for strategies to cope with the identified paradoxes.

This article contributes to the understanding of project management offices (PMOs) from the current momentum towards large-scale agile frameworks (LSAFs) as the dominating approach to organizing development projects. LSAFs embrace many typical PMO responsibilities; however, this study highlights that PMOs receive new and tentatively critical responsibilities when moving from a stakeholder position (ISO 21500) to (re-)institutionalizing as a core element in the project governance of enterprises. Essential PMO roles can be top-management alignment and reporting, cross-project coordination, funding and staffing, controlling, and external management of “political” and organizational matters. The research limitations relate to the use of Denmark as the key setting and the targeting of mostly larger companies and larger projects.

A multi-centre clinical trial involves the implementation of the same clinical protocol at several independent investigational centres. Multi-centre clinical trials may be preferable to single-centre trials, but their implementation and management is more complex. EU-funded collaborative projects involve several participating organizations and countries and their consortia are typically multidisciplinary. Their coordination requires a joint effort from several actors, and an appropriate managerial structure and procedures need to be defined and established. The management of the Framework Programme 7 (FP7) PREVIEW project, whose core consisted of a clinical trial with 8 intervention centres/sites is presented as case study. PREVIEW was coordinated by the University of Copenhagen. The project management was implemented by a combination of decentralised project management, at the department level, jointly by the Project Coordinator (PC) and Project Manager (PM), and centralised, by a dedicated EU Liaison Officer from the Project Management Office (PMO). The Quality Manager role was undertaken by the PC, with support from selected consortium members. The Exploitation Manager role was assumed by the leader of the dissemination and exploitation work package. The Data Manager (DM) at the University of Copenhagen established and maintained a datahub for all data from the clinical trial. The General Assembly and Steering Committee were key decision bodies with regard to taking and implementing decisions. The Scientific Advisory Board (SAB) was formed by reputed external experts providing guidance and advice. The project website was the main channel to reach the general public. A password protected private section was used as internal repository for the project. Regular meetings at all levels were key to ensure good communication and collaboration among the project team. Appropriate attention to data management was given from the start. The privacy of personal data was ensured in accordance with national and EU regulations. The PC was also the Sponsor of the multi-centre clinical trial, and the PM served as the overall Clinical Trial Administrator. Each centre was led by a Principal Investigator (PI), running the trial together with the local daily responsible. The tasks and responsibilities for the clinical trial of the Coordinating Centre were shared between Copenhagen and Helsinki centres. The trial was overall led by the Clinical Trial Manager (CTM), who was the PI at the Helsinki centre. The local Independent Ethical Committees approved the protocol prior to the start of the intervention. One member of the SAB acted as Ethical Officer. The trial/study had an overall statistician. The Analyst role was shared among different people from the Copenhagen and Helsinki centres. The DM created and maintained database for the intervention and the Clinical Report Forms by using OpenClinica open source software. The staff in the intervention received training in Good Clinical Practices, the protocol and its procedures. The monitoring tasks were jointly undertaken by the Sponsor and the CTM. The documents from the Trial Master File were saved in the Internal Repository. A set of Standard Operation Procedures was defined. Meetings among all PIs, and within the Instructors’ Network were key in the success of the intervention. This case study aims at serving as guidance to coordinating researchers, both during the proposal preparation and project implementation phases, as well as to provide visibility and insight into the multi-faceted role of the project managers and administrators of such projects.

Mestrado em Gestão de Projetos Para o Project Management Institute (PMI) "governação é definida como o processo de desenvolvimento, comunicação, execução e acompanhamento assegurando as políticas, procedimentos, estruturas organizacionais e práticas associadas a um determinado programa?. No contexto organizacional, proporciona um quadro para a tomada de decisões e ações de gestão éticas, baseadas na transparência, responsabilidades e papeis bem definidos (Too & Weaver, 2014b). No âmbito específico da gestão de projetos é um garante que o portfólio de projetos está alinhado com os objetivos da organização, e é entregue de forma eficiente e sustentável suportando os meios pelos quais a gestão e outras importantes partes interessadas, recebem a informação oportuna, relevante e fiável (APM, 2004). No presente trabalho é usada para classificar os modelos postos em prática pelo Project Management Office, no apoio a projetos ou programas através dos processos de partilha de conhecimento (Garland, 2009). Na medida em que estudos anteriores referem consistentemente lacunas na investigação nesta área, o objetivo da presente dissertação será assim de examinar o papel estratégico da governança do Project management office e qual a sua verdadeira influência nos processos de partilha do conhecimento entre projetos. Serão ainda observadas as barreiras e motivações para a real e positiva transferência de conhecimento, numa perspetiva em como os gestores de projeto percecionam as políticas implementadas. For the Project Management Institute (PMI), "governance is defined as the process of development, communication, implementation and monitoring, ensuring the policies, procedures, organizational structures and practices associated with a particular program." In the organizational context, provides a framework for decision making and ethical management actions based on transparency, responsibility and well-defined roles (Too & Weaver, 2014b). In the specific scope of project management it is a guarantee that the project portfolio is aligned with the organization's goals, and is delivered in an efficient and sustainable manner, supporting the means by which management and other key stakeholders receive timely, relevant and reliable information (APM, 2004). In this study it is used to classify the implemented models of the Project Management Office, to support projects or programs in knowledge sharing processes (Garland, 2009). As previous studies consistently refer research gaps in this area, the purpose of this dissertation will be to examine the governance strategic role of the Project Management Office and what is its real influence on knowledge sharing processes between projects. Both obstacles and motivations will also be observed for the real knowledge transfer, in the perception how project managers understand the implemented policies. info:eu-repo/semantics/publishedVersion