工程管理专业外文文献以及汉文翻译8.pdf

Theproject management office asanorganisationalinnovation Brian Hobbs *,MoniqueAubry,DenisThuillier University ofQuebec at Montreal,Department ofManagement andTechnology,POBox 8888, Downtown Station,Montreal,Que,CanadaH3C 3P8 Received 15May 2008;accepted20May 2008 Abstract The paper presents an investigation of the creation and the reconfiguration of project management offices (PMOs) asan organizational innovation.Theanalysisof 11organisational 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 ‘‘rethinkingofproject 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 challengesby developing new,more flexible organisational forms [1] in which projects are both more numerous and more strategically important [2].Aspart of the responsetothesenew challengesand aspart ofthemovement to increaseboth thenumber and the strategicimportance 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 notbeen examinedextensivelywithinthelit