Project Management Office e sua contribuição para o desempenho do portfólio de projetos

Abstract

Organizations increasingly create Project Management Offices (PMOs) in order to overcome the challenges of greater complexity and importance of projects and, thus, create value for organizations. Although it has been verified in the literature that the PMO contributes to the performance of the project portfolio, it is an open empirical question as to how this contribution occurs. Thus, the objective of this study is to describe how the PMO influences the performance of the project portfolio. The theoretical lens used to carry out this study was that of Dynamic Capabilities. To achieve the objective, a qualitative approach was used, and as a research strategy, the descriptive case study method was used. The object of the empirical investigation was the corporate PMO of a large financial group in Brazil, winner of national and international awards, with worldwide prominence. The sources of evidence used were documentary surveys and interviews. In-depth semi-structured interviews were conducted with PMO managers and teams and with project managers from the organization, from July 8 to October 5, 2020. 11 interviews were conducted through the Microsoft Teams communication platform. The analysis of the collected data was carried out using the Content Analysis method. The result showed that the PMO influences the performance of projects and portfolios. Its contribution and influence occurs through the role of facilitator: the PMO supports the organizational units in the execution and contributes to the performance of the project portfolio. In addition, it was found that the investigated PMO has dynamic capabilities, which has the ability to renew and reconfigure the organization's asset structure; coordination and integration capacity; and learning ability.