Emerging Strategic Roles of PMO in Navigating Hybrid Project Methodologies and Organizational Change
DOI:
https://doi.org/10.55927/ijems.v4i3.58Keywords:
Project Management Office, Hybrid Project Methodology, Organizational Change, Project Management, Digital TransformationAbstract
This study aims to analyze the role of the Project Management Office (PMO) in supporting hybrid project methodologies and helping organizations adapt to organizational change in the digital era. The study employed a quantitative survey approach involving 65 employees and project management staff from several companies implementing hybrid project systems. Data were collected through questionnaires and analyzed using descriptive analysis. The findings indicate that the PMO plays an important role in improving team coordination, project monitoring, and communication within project environments that combine agile and conventional methods. In addition, the PMO helps organizations respond more effectively to changing project demands and dynamic business conditions. The study concludes that the PMO no longer functions solely as a project administrative unit, but also as a strategic support function that enhances project effectiveness and organizational readiness for change
References
Ali, S., & Miller, L. (2022). Change management and stakeholder communication in project environments. International Journal of Project Organisation and Management, 14(2), 115–129. https://doi.org/10.1504/IJPOM.2022.121845
Bianchi, M., Marzi, G., & Guerrazzi, M. (2023). Agile, hybrid, and traditional project management approaches in digital transformation contexts. International Journal of Project Management, 41(3), 102–116. https://doi.org/10.1016/j.ijproman.2022.11.004
Binder, J., Aillaud, L., & Schilli, L. (2022). The challenges of hybrid project management in digital organizations. International Journal of Project Organisation and Management, 14(3), 201–216. https://doi.org/10.1504/IJPOM.2022.124522
Burnes, B. (2020). The role of leadership in organizational change. Journal of Change Management, 20(4), 235–247. https://doi.org/10.1080/14697017.2020.1757041
Carvalho, M. M., Rabechini, R., & Junior, R. (2021). Project management office contributions to project governance. International Journal of Managing Projects in Business, 14(6), 1385–1404. https://doi.org/10.1108/IJMPB-10-2020-0318
Conforto, E. C., & Amaral, D. C. (2021). Agile project management and stage-gate model integration in product development. Journal of Engineering and Technology Management, 60, 101625. https://doi.org/10.1016/j.jengtecman.2021.101625
Cooper, R. G., & Sommer, A. F. (2020). New-product portfolio management with agile challenges and solutions. Research-Technology Management, 63(1), 29–38. https://doi.org/10.1080/08956308.2020.1686291
Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and mixed methods approaches (5th ed.). Thousand Oaks, CA: SAGE Publications.
Desouza, K. C., & Evaristo, J. R. (2020). Project management offices: A case of knowledge-based archetypes. International Journal of Information Management, 54, 102198. https://doi.org/10.1016/j.ijinfomgt.2020.102198
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success. Management Decision, 59(8), 1833–1854. https://doi.org/10.1108/MD-11-2019-1500
Gemino, A., Horner Reich, B., & Serrador, P. M. (2021). Agile, traditional, and hybrid approaches to project success: Is hybrid a poor second choice? Project Management Journal, 52(2), 161–175. https://doi.org/10.1177/8756972820978222
Hobbs, B., & Aubry, M. (2022). The evolving role of project management offices in modern organizations. International Journal of Managing Projects in Business, 15(5), 945–960. https://doi.org/10.1108/IJMPB-09-2021-0245
Kutsch, E., Ward, J., Hall, M., & Algar, J. (2021). The contribution of PMOs to organizational resilience. Project Leadership and Society, 2, 100018. https://doi.org/10.1016/j.plas.2021.100018
Marnewick, C., & Marnewick, A. L. (2022). Hybrid project management: The future of project management. South African Journal of Industrial Engineering, 33(1), 12–25. https://doi.org/10.7166/33-1-2630
Martinsuo, M., & Hoverfält, P. (2021). Change program management: Toward a capability for managing value-oriented, integrated multi-project change. International Journal of Project Management, 39(2), 134–146. https://doi.org/10.1016/j.ijproman.2020.11.003
Monteiro, A., Santos, V., & Varajão, J. (2022). Project management office contribution to organizational resilience and digital transformation. Procedia Computer Science, 196, 343–350. https://doi.org/10.1016/j.procs.2021.12.023
Müller, R., Drouin, N., & Sankaran, S. (2021). Modeling organizational project management. Project Management Journal, 52(4), 389–403. https://doi.org/10.1177/87569728211008252
Nederend, J., & Dalcher, D. (2023). Governance challenges in hybrid project management environments. International Journal of Information Systems and Project Management, 11(1), 5–19. https://doi.org/10.12821/ijispm110101
Papadakis, E., & Tsironis, L. (2022). Hybrid project management and project success in the digital era. Information, 13(8), 389. https://doi.org/10.3390/info13080389
Pellegrinelli, S., & Garagna, L. (2021). Towards a conceptualization of PMOs as agents and subjects of change and renewal. International Journal of Project Management, 39(3), 213–227. https://doi.org/10.1016/j.ijproman.2020.12.001
Pereira, J., Ferreira, F., & Santos, J. (2023). PMO capabilities and organizational adaptability in digital transformation projects. Sustainability, 15(4), 3378. https://doi.org/10.3390/su15043378
Silva, F., & Moreira, M. (2023). Collaboration challenges in hybrid project management environments. Journal of Modern Project Management, 11(1), 44–58. https://doi.org/10.19255/JMPM03005
Too, E. G., & Weaver, P. (2022). The management of project management: A conceptual framework for PMOs. International Journal of Project Management, 40(5), 456–468. https://doi.org/10.1016/j.ijproman.2022.02.005
Unger, B. N., Gemünden, H. G., & Aubry, M. (2021). The three roles of a project portfolio management office. International Journal of Project Management, 39(4), 365–377. https://doi.org/10.1016/j.ijproman.2021.01.002
Vakola, M., & Petrou, P. (2021). Organizational change and employee reactions. In H. W. Goldstein, E. D. Pulakos, J. Passmore, & C. Semedo (Eds.), The Wiley Blackwell Handbook of the Psychology of Recruitment, Selection and Employee Retention (pp. 423–438). Wiley. https://doi.org/10.1002/9781118972472.ch20
