作为一种组织创新项目管理办公室----工程管理专业外文文献及汉文翻译（可编辑）.doc

外文文献: The project management office as an organisational innovation Brian Hobbs *, Monique Aubry, Denis Thuillier University of Quebec at Montreal, Department of Management and Technology, PO Box 8888, Downtown Station, Montreal, Que, Canada H3C 3P8 Received 15 May 2008; accepted 20 May 2008 Abstract The paper presents an investigation of the creation and the reconfiguration of project management offices PMOs as an organizational innovation. The analysis of 11 organisational transformations centred on the implementation or reconfiguration of PMOs is presented. The objective of the paper is to contribute to a better understanding of PMOs and of the dynamic relationship between project management and the organisational context. The aim is also to integrate the examination of PMOs as an organisational innovation into the mainstream of research on the place of project management in organisations and more widely to the ‘‘rethinking of project management.” 1. Introduction Quite often over the last decade, the observation has been made that organisations are facing a new context characterized by increased competition, increased rates of product, service and process innovation and an increasing emphasis on time to market. Organisations have responded to these challenges by developing new, more flexible organisational forms [1] in which projects are both more numerous and more strategically important [2]. As part of the response to these new challenges and as part of the movement to increase both the number and the strategic importance of projects many organisations have implemented a new organisational entity the most common name for which is the project management office or PMO. The PMO has been addressed extensively in the professional literature [3?5]. However, there has been very little theoretical or empirical research on the topic. In addition, this organisational innovation has not been examined extensively within the literature stream