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Desempenho do Escritório de Gerenciamento de Projetos: Divergência de percepções entre a instrução acadêmica e a vivência profissional
Project management office performance: divergence of the perceptions between academic instruction and professional experience
Desempeño de la oficina de gestión de proyectos: divergencia de percepciones entre la instrucción académica y la vivencia profesional Resumen: El project
DOI:
https://doi.org/10.15446/innovar.v30n75.83261Palabras clave:
análise multigrupo, desempenho, escritório de projetos, gestão de projetos, modelo analítico (pt)Project management, project office, performance, analytical model, multi-group analysis (en)
Análisis multigrupo, desempeño, gestión de proyectos, OGP, PLS-SEM (es)
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O Project Management Office (PMO) é estabelecido para melhorar a eficiência e eficácia das organizações ao ajudar os gerentes de projetos, as equipes de projetos, as áreas funcionais e os níveis organizacionais. De acordo com a percepção de desempenho do PMO, este artigo verifica as intensidades e influências dos fatores organizacionais: estratégia, sistemas de informação, gestão do portfólio de projetos, operações, redes de relacionamento, pessoas, gestão do conhecimento e cultura organizacional, quando comparados à ausência ou existência do PMO nas organizações. A análise de dados de 63 países foi realizada com a Partial Least Squares Structural Equation Modeling (PLS-SEM). Os resultados indicam que, para os respondentes que não atuam em um PMO, persiste um entendimento divergente do dos respondentes que exercem atividades em um PMO, em que a variância explicada no desempenho deste para as organizações que possuem um escritório de projetos corresponde a 43% no modelo da pesquisa.
The Project Management Office (PMO) is established to improve the efficiency and effectiveness of organizations by helping project managers, teams, functional areas, and organizational levels. Based on the perception of PMO performance, this paper verifies the influence of organizational factors such as strategy, information systems, project portfolio management, operations, relationship networks, people, knowledge management, and organizational culture, when comparing the attendance or non-attendance of PMO in organizations. Data analysis from sixty-three countries was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results show a divergent understanding between respondents who perform activities under a PMO approach and those who do not, with a 43% variance in PMO performance for those organizations that count on a project office.
El Project Management Office (PMO) se establece para mejorar la eficiencia y la eficacia de las organizaciones al ayudar los gerentes de proyectos, los equipos de proyectos, las áreas funcionales y los niveles organizativos. De acuerdo con la percepción de desempeño del PMO, el artículo verifica las intensidades e influencias de los factores organizacionales: estrategia, sistemas de información, gestión de la cartera de proyectos, operaciones, redes de relaciones, personas, gestión del conocimiento y cultura de la organización, en comparación con la ausencia o la existencia del PMO en las organizaciones. El análisis de datos de 63 países se realizó con la Partial Least Squares Structural Equation Modeling. Los resultados evidencian que, para los que contestaron que no actúan en un PMO, persiste un entendimiento divergente al de los que ejercen actividades en un PMO. Asimismo, la varianza explicada en el desempeño del PMO para las organizaciones que poseen tal proyecto corresponde al 43% en el modelo de investigación.
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