The role of the project management office (PMO) in product lifecycle management: a case study in the defence industry

Steve Paton, Barrie Andrew

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organisations and portfolios. This ‘lateral’ focus across organisations has to some extent disregarded the ‘longitudinal’ scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multi-national defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre- and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organisations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.

LanguageEnglish
Pages43-52
Number of pages10
JournalInternational Journal of Production Economics
Volume208
Early online date27 Nov 2018
DOIs
Publication statusPublished - 28 Feb 2019

Fingerprint

Project management
Industry
Knowledge management
Product lifecycle management
Defense industry

Keywords

  • product lifecycles
  • project based organisations
  • interface gaps
  • project management offices

Cite this

@article{b65e48de4651450580c2953b0bcea59d,
title = "The role of the project management office (PMO) in product lifecycle management: a case study in the defence industry",
abstract = "Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organisations and portfolios. This ‘lateral’ focus across organisations has to some extent disregarded the ‘longitudinal’ scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multi-national defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre- and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organisations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.",
keywords = "product lifecycles, project based organisations, interface gaps, project management offices",
author = "Steve Paton and Barrie Andrew",
year = "2019",
month = "2",
day = "28",
doi = "10.1016/j.ijpe.2018.11.002",
language = "English",
volume = "208",
pages = "43--52",
journal = "International Journal of Production Economics",
issn = "0925-5273",

}

TY - JOUR

T1 - The role of the project management office (PMO) in product lifecycle management

T2 - International Journal of Production Economics

AU - Paton, Steve

AU - Andrew, Barrie

PY - 2019/2/28

Y1 - 2019/2/28

N2 - Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organisations and portfolios. This ‘lateral’ focus across organisations has to some extent disregarded the ‘longitudinal’ scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multi-national defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre- and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organisations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.

AB - Research on Project Management Offices (PMOs) has concentrated on their structure and role as an integrator to facilitate, coordinate and support project activity across organisations and portfolios. This ‘lateral’ focus across organisations has to some extent disregarded the ‘longitudinal’ scope of the PMO and its potential to aid in the effective implementation of product lifecycle management. Here we examine critically the PMO's role as a longitudinal integrator of activity across the product lifecycle. More specifically we examine the PMO's potential to bridge the interface gaps that exist between product lifecycle phases. It uses the findings of an empirical study carried out in a multi-national defence company to research the interface between the bid submission stage and subsequent stages. It finds that interface gaps bring issues of inconsistent strategic intent across phases, dissimilar process and method used in separate phases, and poor knowledge management within the gaps between phases. It finds that the PMO can provide continuity across phases by maintaining coherence of purpose, process, and method, and integrity of knowledge to enhance the performance of both the pre- and post-gap phases of the lifecycle. It further suggests that exploration of the lifecycle-based role of the PMO may present opportunities to enhance the strategic value of the PMO within organisations and also improve the integration between project management practice and product lifecycle management. The study contributes to both the product lifecycle management literature and the literature on the role and function of the PMO.

KW - product lifecycles

KW - project based organisations

KW - interface gaps

KW - project management offices

U2 - 10.1016/j.ijpe.2018.11.002

DO - 10.1016/j.ijpe.2018.11.002

M3 - Article

VL - 208

SP - 43

EP - 52

JO - International Journal of Production Economics

JF - International Journal of Production Economics

SN - 0925-5273

ER -