Governance and Communities of PMOs

Today, large organizations often deploy PMOs as multiple entities with different mandates, functions, and characteristics. Past research efforts have focused almost exclusively on single PMOs. Governance and Communities of PMOs breaks this mold by means of a report of international research with a multi-disciplinary approach that integrates the foundations of project management with social geography and innovation. This report offers a comprehensive survey and discussion of the theory surrounding multiple PMOs. The authors suggest three paradigms: islands, networks, and communities. The Communities of Practice is the newest and most different of the three paradigms, characterized by opportunities and hurdles in current management contexts. Readers will also find: ¿ Four case-study examples from the international telecommunications, healthcare, financial, and pharmaceutical industries. ¿ Clear and helpful graphics that illuminate theoretical concepts and summarize case-study data. ¿ An interesting and revealing ¿Bagel Metaphor¿ that discloses the shortcomings of centrally implemented PMOs. Practitioners and academics will find value in this report. The authors make explicit the benefits to both groups in their conclusions. This report is a step on the never-ending path to better understanding, but one with additional practical value: PMOs are not just a means of corporate compliance and control; they can also be a powerful contribution to organizational learning, improvement, and success.

List of Figures	p. vii
List of Tables	p. ix
Executive Summary	p. xi
Acknowledgments	p. xv
Introduction	p. 1
Context of This Research	p. 1
This Research Within the PMO Research Program at UQAM	p. 4
Literature Review and Conceptual Framework	p. 5
How Do Project Management Offices Support the Circulation of Knowledge?	p. 5
Multiple PMOs: Islands, Networks, or Communities?	p. 6
Usefulness of the Metaphor of Island	p. 7
Networks	p. 8
Organizational Learning: A Community of Practice Approach	p. 12
Managing Multiple PMOs: The Governance Challenge	p. 15
Governance of Projects	p. 15
Governance of Multi-PMO Structures	p. 18
Conceptualization of Communities of PMOs	p. 21
Definition of Community of PMOs	p. 21
Social World of Community of PMOs	p. 21
Governance	p. 22
Structure of Relationships Between PMOs	p. 23
Linking Social World and Governance to the Structure of Relationships	p. 23
Research Design and Methodology	p. 25
Underlying Philosophy	p. 25
Research Design	p. 26
Case Sampling	p. 27
The Qualitative Study	p. 28
Data Collection Strategy	p. 28
Interviewee Sampling	p. 28
Interview Questions	p. 30
Validity and Reliability of the Interview Data	p. 30
Interview Analysis	p. 30
The Quantitative Study	p. 31
Social Network Analysis	p. 31
Data Collection	p. 32
Questionnaire Development	p. 33
Validity and Reliability of the Data	p. 34
Descriptions of Case Studies	p. 35
Case Study 1: Telecommunications Provider	p. 36
Context	p. 36
Project Governance	p. 36
PMOs' Formal Structure	p. 37
Governance of Multiple PMOs	p. 38
Relationships Between PMOs	p. 39
Learning Mechanisms	p. 41
Case Study 2: National Health Care Organization	p. 41
Context	p. 41
Project Governance	p. 43
PMOs' Formal Structure	p. 43
Governance of Multiple PMOs	p. 44
Relationships Between PMOs	p. 45
Learning Mechanisms	p. 48
Case Study 3: Financial Services Provider	p. 50
Context	p. 50
Project Governance	p. 50
PMOs' Formal Structure	p. 51
Governance of the Multiple PMOs	p. 52
Relationships Between PMOs	p. 52
Learning Mechanisms	p. 55
Pharmaceutical Corporation	p. 55
Context	p. 55
Project Governance	p. 57
PMOs' Formal Structure	p. 57
Governance of Multiple PMOs	p. 58
Relationships Between PMOs	p. 59
Learning Mechanisms	p. 60
Cross-Case Synthesis	p. 61
Social World	p. 61
Governance	p. 63
Structure of Relationships Between PMOs: Isolated Island, Network, or Community	p. 64
Key Findings	p. 65
PMO Roles in PMO Networks	p. 67
A Typology of PMOs Based Upon Roles and Relationships	p. 67
PMOs'Roles	p. 68
PMOs in Controlling Roles	p. 68
PMOs in Serving Roles	p. 69
PMOs in Partnering Roles	p. 70
PMOs in a Central Role	p. 70
Slack and Innovativeness Through Partnering Roles	p. 70
Key Findings	p. 72
PMO Network and Knowledge Exchange in the Pharma Case	p. 73
Project Managers Approve PMO Performance	p. 73
Project Managers Overestimate Their Role as Knowledge Providers	p. 74
PMO Members Gain Little Prestige in Interpersonal Knowledge Flow	p. 75
Quasi-Islands of Knowledge Exchange	p. 77
Future Knowledge-Sharing Comes With Prior Collaboration	p. 78
Key Findings	p. 80
Discussion	p. 81
Communities of PMOs: Diagnostic and Opportunities	p. 81
Revisiting the Conceptual Framework for Communities of PMOs	p. 82
The Bagel Metaphor Describing PMOs' Networks	p. 83
Conclusion	p. 85
Appendices	p. 87
PMO ResearchùInvitation to Engage	p. 89
Communities of PMOs Interview GuideùGeneral	p. 91
Network Survey Questionnaire	p. 93
References	p. 97
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