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Aligning Project Management Office and Strategy: A Brazilian Case Study

Aligning Project Management Office and Strategy: A Brazilian Case Study
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Author(s): Leandro Alves Patah (Polytechnic School of the Univ. of Sao Paulo, Brazil), Marly Monteiro de Carvalho (Polytechnic School of the Univ. of Sao Paulo, Brazil) and Fernando José Barbin Laurindo (Polytechnic School of the Univ. of Sao Paulo, Brazil)
Copyright: 2005
Pages: 4
Source title: Managing Modern Organizations Through Information Technology
Source Editor(s): Mehdi Khosrow-Pour (Information Resources Management Association, USA)
DOI: 10.4018/978-1-59140-822-2.ch034

Abstract

In the turbulence of the new economy, characterized by discontinuous, abrupt and sometimes unmanageable changes, companies should be able to make fast and responsive actions and innovative strategies in order to survive (Hamel, 1996). The great majority of companies already has this information and prepare themselves to compete in this new era through the elaboration of daring strategies, although feasible. According to Porter (1996), the strategy essence remains in choosing activities to be made in a different manner or in the execution of different activities in relation to the competitors. What happens, many times, is that the strategies are not put in operation because they do not arrive until the lower organization’s hierarchical levels or because they don not have an ideal medium to implement it. So the strategic planning in a business environment could be defined as the process of creating and implementing decisions about the organization future (Kerzner, 2001). Another concept actually in use is the project management. Today, a management strategy that uses the operational unities to carry out the work, check the efficiency and send information to the senior management, is necessary. The project management methodology could do all this work and is the way chosed by many companies to manage their business critical aspects (Cleland & Ireland, 2000). These authors argue that the projects can unify the strategies and spread them to the corporation areas. Besides that, Platts & Mills (2002) argue that a successful process of creating strategies is more than a sequence of steps; it needs other characteristics, such as a good project management. PMO (Project Management Office) consists in a structure devoted to the application of the project management concept inside an organization; it could also assume different functions in the company: from a simple group to help to control projects, until a company department that control all the projects managed by the organization. A well succeed project management require the fulfillment of the lacuna between the company vision and the ongoing projects (Dinsmore, 1998). That’s the way the PMO, structure that applies the project management concept inside an organization, could help to change the company strategy into results through the project management. It could help to get and evaluate the information, in the evaluation and selection of the strategies and in the control of the implementation strategies through the successfully execution of the projects, resulting in the fulfilling of the organization goals. The main objective of this work is to analyze the PMO’s role in the transformation of the enterprise strategies in results through the company’s projects. The idea is also to verify the alignment among PMO configuration and company’s strategy. The adopted methodological approach was case study, performed in a Brazilian telecommunication company.

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