Grasping the dynamics of co-evolution between PMO and PfM: a box-changing multilevel exploratory research grounded in a routine perspective

Authors

  • Christopher N. Bredillet Queensland University of Technology - Australia Scientific Director, Société française pour l’avancement du Management de Projet (Paris, France) Australia
  • Stephane Tywoniak Professor at Groupe ESC La Rochelle (La Rochelle, France) and Queensland University of Technology (Brisbane, Australia Australia
  • Mahshid Tootoonchy PhD student in project management at Queensland University of Technology Brazil

Keywords:

portfolio management of projects, project management offices, organisational capability

Abstract

Organizations’ poor performance results in losing 10.9 percent of their investment in portfolios of projects which shows their inadequate management of strategic initiatives.

Thus the development of Portfolio Management of projects (PfM) as an organisational capability that enables organisations to align their projects with organizational strategy on the one hand, and concurrently, the raise of Project Management Offices (PMOs) to support executives ensuring strategic alignment across the portfolios, organizations establish.

PMO supports PfM to fill the gap between strategy formulation and implementation. While PMO forms show a variety of structures in different organizational settings and transformations over time within the same organizational setting, there is still no clear understanding of how PMO evolves in its short life span in conjunction with PfM practices.

However, the understanding of co-evolution processes of PfM practices and PMOs as organizational settings remains unclear, partly because the past and current studies rely on a being ontology in order to study change and evolution and because they are mostly based on single level or flat perspective locating phenomena in “a web of interconnections”.  Taking a routine perspective and a process and becoming view we offer in this exploratory study:

1. A multi-level conceptual framework unveiling the dymamics of co-evolution between PfM practices and PMO as organizational / organizing entities. To this regards this research could be called a box changing research as, if the primary point of reference is the PfM and PMO literature, we call for routine lens.

2. An assumption challenging approach based on a process and becoming ontology, supporting a somehow innovative research, involving a multilevel or tall view linking local praxis level, i.e. PfM routines, with higher level of structure and system, i.e. PMO.

Author Biographies

  • Christopher N. Bredillet, Queensland University of Technology - Australia Scientific Director, Société française pour l’avancement du Management de Projet (Paris, France) Australia

    Professor Christophe Bredillet, PhD , MScProjMgt , MSc , MBA Director, Project Management Academy Science and Engineering Faculty, Civil Engineering and The Built Environment, Project Management Academy Project, Programme & Portfolio Management Member – Association for the Advancement of Cost Engineering International (AACEI) Member – Association for Project Management (APM) Member – International Centre for Complex Project Management (ICCPM) Member – International Project Management Association (IPMA) Member – Global Alliance For Project Performance Standards: member of the global steering committee “ (GAPPS) Member – Project Management Institute (PMI) Honorary member – Project Management Association of Japan (PMAJ) Member – Major Project Association (MPA) Management Member – System Dynamics Society (SDS) Member – Strategic Management Society (SMS) Member – British Academy of Management (BAM) Member – Academy of Management (AoM) Member – European Institute for Advanced Studies in Management (EIASM) Member – European Academy of Management (EURAM) Fellow – Institute of Directors (IoD) He received several research honours and awards: 2011: AACSB Best Paper in Operations Management: Dwivedula, R.; Bredillet, C. N.; Muller, R. (2011). “Work Motivation as a Determinant of Project Management Success: Theoretical Perspectives and Empirical Results”. Academy of Business Research International Conference 2011, Atlantic City, NJ. 2011: Project Management Journal has been recognized by peers in the publishing industry with an APEX 2011 Award of Excellence in the category of Print: Magazine & Journal. 2008, 2010: APEX Awards for Publication Excellence: Most Improved Magazines & Journals – Project Management Journal (Executive Editor). 2002: Award of Appreciation, Project Management Institute Research for outstanding service and contribution to the PMI Project Management Research Program.

  • Stephane Tywoniak, Professor at Groupe ESC La Rochelle (La Rochelle, France) and Queensland University of Technology (Brisbane, Australia Australia

    Professor Stephane Tywoniak is the MBA Director at Queensland University of Technology (QUT, Brisbane, Australia). He is a founding member and former academic director of the Executive Master in Complex Program Leadership at QUT. He has extensive experience in executive education and consulting with major project-based organizations. His research focuses on the strategic interactions between business and society in complex projects/programs and strategic decision making, with a specific interest on how business organizations gain, maintain, and lose legitimacy. He has been published in Organization, International Journal of Project Management, and other international journals. He serves as the associate editor for project management on the editorial board of Systems Research and Behavioral Science.

  • Mahshid Tootoonchy , PhD student in project management at Queensland University of Technology Brazil

    Mahshid Tootoonchy received the B.S. degree in electrical engineering from Tehran University, Iran, the M.B.A. degree from Sharif University Technology, Iran, and M.A. Degree in Management from Queensland University of Technology, Australia. She is currently a PhD student in project management at Queensland University of Technology, Australia. She worked as instrument and control engineer and also project manager at several companies in Iran and Australia. Her research interests include project/portfolio management.

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2022-05-20

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Vol. 2 No. 3 (2015): The Journal of Modern Project Management

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Grasping the dynamics of co-evolution between PMO and PfM: a box-changing multilevel exploratory research grounded in a routine perspective. (2022). The Journal of Modern Project Management, 2(3). https://journalmodernpm.com/manuscript/index.php/jmpm/article/view/167

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