A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES
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Data de Publicação: | 2009 |
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Tipo de documento: | Artigo |
Idioma: | por |
Título da fonte: | RAM. Revista de Administração Mackenzie |
Texto Completo: | https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236 |
Resumo: | Projects management offices (PMO) are organizational entities charged with various responsibilities concerned with the management of the organization's projects. Because of accelerated investment in information technology (IT) and the increased strategic importance of those investments, creation of such entities became more intense in the 1990s outside the context of project-oriented firms. Although some large companies did create PMOs in their IT areas (IT-PMO), others chose not to. This article provides a conceptual model of the drivers of the decision to create an IT-PMO, suggesting that the decision depends on satisfaction with IT project deliveries, on the strategic importance of the IT projects portfolio, and on the management's opinion on POs. The model was inductively developed from incentives to create or not create PMOs as reported in the literature and found in four case studies with large privately-owned, non-projects oriented Brazilian companies. This study contributes to the development of contextual project management by improving the understanding of situations where creating an IT-PMO makes and does not make sense. In practice, the conceptual model may be a very helpful tool for executives considering whether or not to create an IT-PMO at their companies, assisting them in making more effective decisions.KEYWORDS: Project management office; PMO; Project management; Management of information technology; Management of information technology projects. |
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A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICESUm modelo conceitual da decisão de criação de escritório de projetos na área de TIProjects management offices (PMO) are organizational entities charged with various responsibilities concerned with the management of the organization's projects. Because of accelerated investment in information technology (IT) and the increased strategic importance of those investments, creation of such entities became more intense in the 1990s outside the context of project-oriented firms. Although some large companies did create PMOs in their IT areas (IT-PMO), others chose not to. This article provides a conceptual model of the drivers of the decision to create an IT-PMO, suggesting that the decision depends on satisfaction with IT project deliveries, on the strategic importance of the IT projects portfolio, and on the management's opinion on POs. The model was inductively developed from incentives to create or not create PMOs as reported in the literature and found in four case studies with large privately-owned, non-projects oriented Brazilian companies. This study contributes to the development of contextual project management by improving the understanding of situations where creating an IT-PMO makes and does not make sense. In practice, the conceptual model may be a very helpful tool for executives considering whether or not to create an IT-PMO at their companies, assisting them in making more effective decisions.KEYWORDS: Project management office; PMO; Project management; Management of information technology; Management of information technology projects.Escritórios de projetos (EP) são entidades organizacionais às quais são atribuídas diversas responsabilidades relacionadas ao gerenciamento de projetos da organização. Em virtude da aceleração dos investimentos em tecnologia de informação (TI) e do aumento da importância estratégica desses investimentos, a criação dessas entidades começou a se intensificar na década de 1990. Muito embora grandes empresas tenham criado um EP na área de TI (EP-TI), outras optaram por não fazer isso. Este artigo apresenta um modelo conceitual dos direcionadores da decisão de criação de EP-TI, sugerindo que essa decisão depende da satisfação com a entrega dos projetos de TI, da satisfação com o controle do portfólio de projetos de TI, da importância estratégica do portfólio de projetos de TI e da opinião da direção da empresa sobre EP. O modelo foi desenvolvido indutivamente com base na literatura e em quatro estudos de casos. Esta pesquisa contribui para o desenvolvimento da teoria contextual de gerenciamento de projetos por meio do aumento da compreensão das situações em que a criação de EP-TI faz sentido e das situações em que não faz. Para a prática, o modelo conceitual pode ser uma ferramenta muito útil para executivos que estão considerando se devem ou não criar um EP-TI em suas empresas, ajudando-os a tomar decisões mais eficazes.PALAVRAS-CHAVE: Escritório de projetos; PMO; Gerenciamento de projetos; Administração de sistemas de informação; Gerenciamento de projetos de tecnologia de informação. Editora Mackenzie2009-11-04info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionAvaliado por Paresapplication/pdfapplication/vnd.ms-powerpointapplication/vnd.ms-powerpointapplication/mswordapplication/mswordapplication/mswordapplication/mswordapplication/mswordapplication/mswordapplication/mswordapplication/mswordhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/236Revista de Administração Mackenzie; Vol. 11 No. 2 (2010)Revista de Administração Mackenzie; Vol. 11 Núm. 2 (2010)Revista de Administração Mackenzie (Mackenzie Management Review); v. 11 n. 2 (2010)1678-69711518-6776reponame:RAM. Revista de Administração Mackenzieinstname:Universidade Presbiteriana Mackenzie (MACKENZIE)instacron:MACKENZIEporhttps://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/1533https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7973https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7974https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7975https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7976https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7977https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7978https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7979https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7980https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7981https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236/7982Copyright (c) 2015 Revista de Administração Mackenzieinfo:eu-repo/semantics/openAccessSpelta, Andrea GiovanniAlbertin, Alberto Luiz2011-01-18T14:50:47Zoai:ojs.editorarevistas.mackenzie.br:article/236Revistahttps://editorarevistas.mackenzie.br/index.php/RAM/PUBhttps://editorarevistas.mackenzie.br/index.php/RAM/oairevista.adm@mackenzie.br1678-69711518-6776opendoar:2024-04-19T17:00:33.295281RAM. 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dc.title.none.fl_str_mv |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES Um modelo conceitual da decisão de criação de escritório de projetos na área de TI |
title |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
spellingShingle |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES Spelta, Andrea Giovanni |
title_short |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
title_full |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
title_fullStr |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
title_full_unstemmed |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
title_sort |
A CONCEPTUAL DECISION-MAKING MODEL FOR IT PROJECT MANAGEMENT OFFICES |
author |
Spelta, Andrea Giovanni |
author_facet |
Spelta, Andrea Giovanni Albertin, Alberto Luiz |
author_role |
author |
author2 |
Albertin, Alberto Luiz |
author2_role |
author |
dc.contributor.author.fl_str_mv |
Spelta, Andrea Giovanni Albertin, Alberto Luiz |
description |
Projects management offices (PMO) are organizational entities charged with various responsibilities concerned with the management of the organization's projects. Because of accelerated investment in information technology (IT) and the increased strategic importance of those investments, creation of such entities became more intense in the 1990s outside the context of project-oriented firms. Although some large companies did create PMOs in their IT areas (IT-PMO), others chose not to. This article provides a conceptual model of the drivers of the decision to create an IT-PMO, suggesting that the decision depends on satisfaction with IT project deliveries, on the strategic importance of the IT projects portfolio, and on the management's opinion on POs. The model was inductively developed from incentives to create or not create PMOs as reported in the literature and found in four case studies with large privately-owned, non-projects oriented Brazilian companies. This study contributes to the development of contextual project management by improving the understanding of situations where creating an IT-PMO makes and does not make sense. In practice, the conceptual model may be a very helpful tool for executives considering whether or not to create an IT-PMO at their companies, assisting them in making more effective decisions.KEYWORDS: Project management office; PMO; Project management; Management of information technology; Management of information technology projects. |
publishDate |
2009 |
dc.date.none.fl_str_mv |
2009-11-04 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Avaliado por Pares |
format |
article |
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publishedVersion |
dc.identifier.uri.fl_str_mv |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236 |
url |
https://editorarevistas.mackenzie.br/index.php/RAM/article/view/236 |
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por |
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por |
dc.relation.none.fl_str_mv |
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dc.rights.driver.fl_str_mv |
Copyright (c) 2015 Revista de Administração Mackenzie info:eu-repo/semantics/openAccess |
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Copyright (c) 2015 Revista de Administração Mackenzie |
eu_rights_str_mv |
openAccess |
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dc.publisher.none.fl_str_mv |
Editora Mackenzie |
publisher.none.fl_str_mv |
Editora Mackenzie |
dc.source.none.fl_str_mv |
Revista de Administração Mackenzie; Vol. 11 No. 2 (2010) Revista de Administração Mackenzie; Vol. 11 Núm. 2 (2010) Revista de Administração Mackenzie (Mackenzie Management Review); v. 11 n. 2 (2010) 1678-6971 1518-6776 reponame:RAM. Revista de Administração Mackenzie instname:Universidade Presbiteriana Mackenzie (MACKENZIE) instacron:MACKENZIE |
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RAM. Revista de Administração Mackenzie |
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RAM. Revista de Administração Mackenzie - Universidade Presbiteriana Mackenzie (MACKENZIE) |
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revista.adm@mackenzie.br |
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