• 主题
高级搜索  >
历史搜索 清空历史
首页> 外文期刊>International journal of production economics >The role of the Project Management Office (PMO) in product lifecycle management: A case study in the defence industry
【24h】

The role of the Project Management Office (PMO) in product lifecycle management: A case study in the defence industry

机译：项目管理办公室（PMO）在产品生命周期管理中的作用：国防工业中的案例研究

获取原文
获取原文并翻译 | 示例
           
页面导航
  • 摘要
  • 著录项
  • 相似文献
  • 相关主题

摘要

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.
机译：项目管理办公室（PMO）的研究集中在其结构和角色上，以促进，协调和支持跨组织和投资组合的项目活动。跨组织的这种“侧向”关注在某种程度上无视了PMO的“纵向”范围及其在有效实施产品生命周期管理方面的潜力。在这里，我们对PMO作为产品整个生命周期活动的纵向整合者的角色进行了严格审查。更具体地说，我们研究了PMO弥合产品生命周期各阶段之间存在的接口差距的潜力。它使用在一家跨国国防公司中进行的经验研究的结果来研究投标提交阶段和后续阶段之间的接口。它发现接口差距带来了跨阶段的战略意图不一致，在各个阶段中使用的流程和方法不同，以及各阶段之间的差距中知识管理不善的问题。研究发现，PMO可以通过保持目的，过程和方法的一致性以及知识的完整性来提供跨阶段的连续性，从而增强生命周期的前间隙阶段和后间隙阶段的性能。这进一步表明，探索基于PMO的生命周期的角色可能会提供机会，以提高组织内PMO的战略价值，并改善项目管理实践与产品生命周期管理之间的集成。该研究有助于产品生命周期管理文献以及有关PMO的作用和功能的文献。

著录项

相似文献

  • 外文文献
  • 中文文献
  • 专利
获取原文

客服邮箱：kefu@zhangqiaokeyan.com

京公网安备：11010802029741号 ICP备案号：京ICP备15016152号-6 六维联合信息科技 (北京) 有限公司©版权所有

  • 客服微信

  • 服务号