Study on the Impact of PMO for Multi-Project Management of Contracting Construction Enterprises — Based on Structural Equation Model

Abstract:

13 key factors, which affected the ability of Project Management Office (PMO) and multi-project management, were extracted through literature reading and expert interviewing. Based on three aspects of assumptions, Structural Equation Model was used to build the structure model that PMO influence on multi-project management of contracting construction enterprises. The relationship among PMO, Program and Project Portfolio were analyzed on the basis of questionnaire survey on the 238 the national excellent project manager and high-level business executives. The results show that the most important function of the PMO is coordination management, the second is the risk forecasting and management, the third is information processing and finally is resource allocation. Consequently, the PMO can support the multi-project management, the Influence degree of PMO for project portfolio is the largest, followed by the program management, and single project management is the third one. With the increasing of project amount, difficulty and complexity, and the role of PMO is more significant.

• Periodical: Applied Mechanics and Materials (Volumes 584-586)
• Pages: 2239-2245
• DOI: https://doi.org/10.4028/www.scientific.net/AMM.584-586.2239
• Online since: July 2014
• Authors: Shen Jun Qi, Yun Bo Zhang, Jing Jing Wu, Wei Chen, Jia Zhong Cai
• Keywords: Multi-Project Management, Program, Project Management Office (PMO), Project Portfolio, Structural Equation Model (SEM)

References

[1] Fanrong, JI and Hu, CHENG: Application of Project Management Office in Construction Program. Construction Technology. (2006), pp.124-127.

[2] Guido-Lavalle G, Hirst M.: Functions a nd maturity of Project Management Offices：concepts and a field study, 2011).

[3] Artto, Karlos, Kulvik, Iiro and Poskela, Jarno, et al.: The integrative role of the project management office in the front end of innovation. International Journal of Project Management. Vol. 29(2011), pp.408-421.

DOI: 10.1016/j.ijproman.2011.01.008

[4] Pemsel S, Wiewiora A.: Project management office a knowledge broker in project-based organisations. International Journal of Project Management. Vol. 1(2013), pp.31-42.

DOI: 10.1016/j.ijproman.2012.03.004

[5] Yan, Xia, Zhenmin, Su and Haiquan, Hou, et al.: The Value of PMO and Its Evaluation Index of Construction Enterprise. Commercial Times. (2013), pp.128-130.

[6] Jingxiao, ZHANG and Nin, LU: Management Information System for EPC Main Contractor 's PMO Module. China Harbour Engineering. (2010), pp.74-77.

[7] Engwall, Mats and Jerbrant, Anna: The resource allocation syndrome: the prime challenge of multi-project management? International Journal of Project Management. Vol. 21(2003), pp.403-409.

DOI: 10.1016/s0263-7863(02)00113-8

[8] Hobbs, Brian, Aubry, Monique and Thuillier, Denis: The project management office as an organisational innovation. International Journal of Project Management. Vol. 26(2008), pp.547-555.

DOI: 10.1016/j.ijproman.2008.05.008

[9] TaiSheng, Rong: Amos and its research method( Chongqing University Press, 2009).