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Organizational readiness to change as an element of success when implementing a PMO


Mišić, Sandra; Blažević, Gordana; Vukomanović, Mladen; Radujković, Mladen
Organizational readiness to change as an element of success when implementing a PMO // Theory meets Practice - 1st IPMA Research Conference / Wagner, Reinhard ; Rietiker, Stephen (ur.).
Nuremberg: GPM Deutsche Gessellschaft fur Projektmanagement, 2013. str. 333-349 (predavanje, međunarodna recenzija, cjeloviti rad (in extenso), ostalo)


Naslov
Organizational readiness to change as an element of success when implementing a PMO

Autori
Mišić, Sandra ; Blažević, Gordana ; Vukomanović, Mladen ; Radujković, Mladen

Vrsta, podvrsta i kategorija rada
Radovi u zbornicima skupova, cjeloviti rad (in extenso), ostalo

Izvornik
Theory meets Practice - 1st IPMA Research Conference / Wagner, Reinhard ; Rietiker, Stephen - Nuremberg : GPM Deutsche Gessellschaft fur Projektmanagement, 2013, 333-349

ISBN
3-924841-67-5

Skup
Theory meets Practice - 1st IPMA Research Conference

Mjesto i datum
Berlin, Njemačka, 26-28 November 2013

Vrsta sudjelovanja
Predavanje

Vrsta recenzije
Međunarodna recenzija

Ključne riječi
Project management ; project management office ; PMO ; organizational success

Sažetak
A Project Management Office (PMO) successfully implemented and integrated into a company strategy ensures the maturity of the organization. Implementing a PMO is a complex process for any organization, but effective PMO implementation is imperative. A large number of factors affect the success of the implementation and its duration. The main goal of this paper is to analyze which of those factors (readiness to change, top management support, experience of the people who are in mandate, transparent rewarding system in the event of project success, etc.) affects the success of the implementation most strongly. The analysis was conducted through a survey. The survey was carried out in 24 companies which have a PMO as a part of their organizational structure. The survey was conducted among PMO leaders, PMO team members, project managers, members of the project management team, and owners. We found that organizational readiness to change is the key element of success when implementing a PMO. Educated employees were recognized as the second most important element of successful PMO implementation. Internal resistance to change and unclear strategy were found to be the key failure elements when implementing a PMO.

Izvorni jezik
Engleski

Znanstvena područja
Građevinarstvo, Temeljne tehničke znanosti, Ekonomija



POVEZANOST RADA


Ustanove
Ekonomski fakultet, Zagreb,
Građevinski fakultet, Zagreb