طراحی مدل دفتر مدیریت پروژه برای نظارت و راهبری پروژه‌های تحقیق و توسعه‌ای
محورهای موضوعی : مدیریت صنعتی
mohammad Forozandeh
1
(PhD in Industrial Engineering, Faculty of Management and Industry, Malek Ashtar University of Technology)
mohammad pourhabib yekta sharami
2
(M.S. Industrial Engineering, Khaje nasir toosi university of technology, project manager)
کلید واژه: دفتر مدیریت پروژه, نظارت و راهبری, دفتر مدیریت طرح, دفتر برنامه,
چکیده مقاله :
در سال‌های اخیر رشد چشمگیر تعداد سازمان‌هایی که از رویکرد مدیریت پروژه برای پیشبرد اهداف کسب‌وکار خود استفاده می‌کنند،علی رغم افزایش اثربخشی و پیشبرد اهداف سازمان، مشکلات خود را نیز در پی داشته است. بدین منظور طی سال‌هایی که دانش مدیریت پروژه شکل گرفته است، استانداردهای مختلف و نهادهای متعددی برای مدیریت کارآمد و مؤثر پروژهها شکل گرفته است. به دلیل وجود چالش‌هایی که در حوزه مدیریت پروژه خصوصاً در بعد نظارت و راهبری پروژه‌های تحقیق و توسعه‌ای وجود دارد، در این پژوهش، به دنبال طراحی یک مدل مناسب با ساختار مطلوب و کارکردهای کلیدی برای حل این چالش‌ها و بهبود شاخص‌های موفقیت پروژه‌های تحقیق و توسعه نظیر بودجه، زمان، محدوده و نتایج موردنظر ذی‌نفعان پروژه بوده‌ایم. با بررسی جامع ادبیات موضوع مشخص می‌گردد که یکی از راه‌حل‌های برطرف نمودن چالش‌های مدیریت پروژه و ایجاد ساختار مطلوب نظارت و راهبری پروژه‌های تحقیقاتی، استقرار نهادی به نام دفتر مدیریت پروژه یا دفتر برنامه است که نام‌های مشابه دیگری نیز به آن اطلاق می‌گردد. به همین منظور در این پژوهش مفهوم دفتر مدیریت پروژه، مدل‌ها و ساختارهای آن به مورد بررسی قرار گرفته و کارکردها و پارامترهای تأثیرگذار جهت نظارت و راهبری مؤثر پروژه‌های تحقیق و توسعه‌ای شناسایی می‌گردد. به‌منظور طراحی یک مدل مناسب برای سازمان‌های با ماهیت چنین فعالیت‌هایی، یک پرسشنامه تهیه گردید و پس از تائید و تکمیل توسط متخصصین و کارشناسان یک سازمان مرتبط به عنوان مطالعه موردی پژوهش و تجزیه و تحلیل نتایج آن، یک مدل دفتر مدیریت پروژه برای پوشش نیازهای فوق ارائه می‌گردد.
In recent years, there has been a significant increase in the number of organizations that use the project management approach to advance their goals. In spite of improving the effectiveness, this approach has led to some problems. For this, during the years in which project management knowledge has been formed, various standards and institutions have been formed to improve effectiveness in project management. Due to challenges in the field of project management, especially monitoring and steering R & D projects, the study sought to design an optimum model to solve challenges and improve index of the success in R&D projects. Comprehensive review of literature reveals that one of the solutions for these challenges is establishment of an Organizational Unit called Project Management Office (PMO). For this purpose, the concept of the project management office, models, structures and functions has been studied and parameters for effective monitoring and steering research and development projects are identified. In order to design an optimum model for organizations with the nature of such activities, a questionnaire was prepared and after approval and completion by experts of a related organization as a case study and also analyzing the results, a project management office model for covering the above needs is presented
1- Amani, N. & Hamidi, M, J. (2018). Evaluating the Establishment of a Project Management Office and Determining Maturity and Its Functions in Project-Based Organizations: A Case Study. 5th International Congress on Civil Engineering, Architecture and Urban Development. Shahid Beheshti University, Tehran. (in persian)
2- Artto, K. & Kulvik, I. & Poskela, J. & Turkulainen, V. (2011). The integrative role of the project management office in the front end of innovation. International Journal of Project Management , 29 (4): 408–421.
3- Asadi. M. (2013). Project Management Office. Project Management Research and Development Center,Petrochemical Industries Development Management Company. 2(1): 20-25 (in persian).
4- Aubry, M. & Lavoie-Tremblay, M. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management, 36 (1): 12–26
5- Aubry, M. & Müller, R. & Hobbs, B. & Blomquist, T. (2010). Project management offices in transition. International Journal of Project Management , 28 (8): 766–778.
6- Bagherpour, M. & Atashfaraz, R. & Keyvanlou, A. (2011). Project Management Office (PMO) Design and Implementation Guide,Comprehensive Overview of Concepts, Models and Functions. Naghoos Publication. (in persian).
7- Barragán-Ocaña, A. & Zubieta-García, J. (2016). Critical Factors toward Successful R&D Projects in Public Research Centers: a Primer. México, Journal of Applied Research and Technology. 11(6): 866-875.
8- Bredillet, C. & Tywoniak, S. & Tootoonchy, M. (2018). Exploring the dynamics of project management office and portfolio management co-evolution: A routine lens. International Journal of Project Management , 36 (1): 27-42.
9- Desouzaa, K. C. & Evaristo, J. R. (2006). Project management offices: A case of knowledge-based archetypes. International Journal of Information Management Project management offices: A case of knowledge-based archetypes. International Journal of Information Management, 26 (5): 414-423.
10- Fa’aal, Sh, (2008). Project Management Office in Project-Based Organizations. 4th International Project Management Conference. Ariana research group, Tehran (in persian).
11- Hobbs, B. (2007). The Multi-Project PMO:A Global Analysis of the Current State of Practice. Making project management indispensable for business results. 1 (1): 1-44
12- Mariusz, H. (2014) . Models of PMO functioning in a multi-project environment. Procedia - Social and Behavioral Sciences , 119 (19): 46 – 54.
13- McCormick, M. Building a PMO, The PMO Guid. Retrieved June, 2016, from
14- Monteiro, A. & Santos, V. & Varajãoc, J. (2016). Project Management Office Models – a review. Procedia Computer Science, 100 (1): 1085 – 1094.
15- Noorang, A. & Jamshidi, K, A. & Kefayatmand, M. & Zeionolabedin, M. (2011). Project Management Office (PMO) and its impact on organizational performance. 3Rd National Conference on Internal Capacity upgrading with the Approach of Removing Production Barriers under the Sanctions. Sharif University of technology, Tehran. (in persian)
16- Parchami, J. & Matin, KOOSHA. (2015). Identifying organizational variables affecting project management office characteristics and analyzing their correlations in the Iranian project-oriented organizations of the construction industry. International Journal of Project Management, 33 (2): 458–466.
17- Project Management Institute, (2013). PMO Frameworks, Newtown. Retrieved November, 2013, from www.pmi.org/-/media/pmi/documents
18- Project Management Working Group & Energy Facility Contractors Group (EFCOG), (2010). PROJECT MANAGEMENT in Research and Development. Retrieved December, 2010, from www.efcog.org.
19- Sánchez, A, M, & Pérez, A. (2002). R&D project efficiency management in the Spanish industry. International Journal of Project Management. 20 (7): 545-560
20- Tabatabaei, A. & Mosalman, A. & Mosalman, H. (2017). Investigating Factors Influencing the Establishment of a Project Management Office (PMO) in Project-Based Organizations. 5th International Congress on Civil Engineering, Architecture and Urban Development. Shahid Beheshti University, Tehran. (in persian)
21- Walton, J. Creating a Project Management Office (PMO), Retrieved August, 2007, from www.serena.com
23- Wysocki, R, K. (2014). Effective Project Management: Traditional, Agile, Extreme, Seventh Edition, Indiana: Wiely Publishing Inc.
24- Mohammadi, A. & Nasrabadi, A. (2018). Project Management Office in Project-Based Holdings and Companies. 4th National Conference on Construction and Project management. Alaoddoleh Semnani institute, Tehran (in persian).
_||_1- Amani, N. & Hamidi, M, J. (2018). Evaluating the Establishment of a Project Management Office and Determining Maturity and Its Functions in Project-Based Organizations: A Case Study. 5th International Congress on Civil Engineering, Architecture and Urban Development. Shahid Beheshti University, Tehran. (in persian)
2- Artto, K. & Kulvik, I. & Poskela, J. & Turkulainen, V. (2011). The integrative role of the project management office in the front end of innovation. International Journal of Project Management , 29 (4): 408–421.
3- Asadi. M. (2013). Project Management Office. Project Management Research and Development Center,Petrochemical Industries Development Management Company. 2(1): 20-25 (in persian).
4- Aubry, M. & Lavoie-Tremblay, M. (2018). Rethinking organizational design for managing multiple projects. International Journal of Project Management, 36 (1): 12–26
5- Aubry, M. & Müller, R. & Hobbs, B. & Blomquist, T. (2010). Project management offices in transition. International Journal of Project Management , 28 (8): 766–778.
6- Bagherpour, M. & Atashfaraz, R. & Keyvanlou, A. (2011). Project Management Office (PMO) Design and Implementation Guide,Comprehensive Overview of Concepts, Models and Functions. Naghoos Publication. (in persian).
7- Barragán-Ocaña, A. & Zubieta-García, J. (2016). Critical Factors toward Successful R&D Projects in Public Research Centers: a Primer. México, Journal of Applied Research and Technology. 11(6): 866-875.
8- Bredillet, C. & Tywoniak, S. & Tootoonchy, M. (2018). Exploring the dynamics of project management office and portfolio management co-evolution: A routine lens. International Journal of Project Management , 36 (1): 27-42.
9- Desouzaa, K. C. & Evaristo, J. R. (2006). Project management offices: A case of knowledge-based archetypes. International Journal of Information Management Project management offices: A case of knowledge-based archetypes. International Journal of Information Management, 26 (5): 414-423.
10- Fa’aal, Sh, (2008). Project Management Office in Project-Based Organizations. 4th International Project Management Conference. Ariana research group, Tehran (in persian).
11- Hobbs, B. (2007). The Multi-Project PMO:A Global Analysis of the Current State of Practice. Making project management indispensable for business results. 1 (1): 1-44
12- Mariusz, H. (2014) . Models of PMO functioning in a multi-project environment. Procedia - Social and Behavioral Sciences , 119 (19): 46 – 54.
13- McCormick, M. Building a PMO, The PMO Guid. Retrieved June, 2016, from
14- Monteiro, A. & Santos, V. & Varajãoc, J. (2016). Project Management Office Models – a review. Procedia Computer Science, 100 (1): 1085 – 1094.
15- Noorang, A. & Jamshidi, K, A. & Kefayatmand, M. & Zeionolabedin, M. (2011). Project Management Office (PMO) and its impact on organizational performance. 3Rd National Conference on Internal Capacity upgrading with the Approach of Removing Production Barriers under the Sanctions. Sharif University of technology, Tehran. (in persian)
16- Parchami, J. & Matin, KOOSHA. (2015). Identifying organizational variables affecting project management office characteristics and analyzing their correlations in the Iranian project-oriented organizations of the construction industry. International Journal of Project Management, 33 (2): 458–466.
17- Project Management Institute, (2013). PMO Frameworks, Newtown. Retrieved November, 2013, from www.pmi.org/-/media/pmi/documents
18- Project Management Working Group & Energy Facility Contractors Group (EFCOG), (2010). PROJECT MANAGEMENT in Research and Development. Retrieved December, 2010, from www.efcog.org.
19- Sánchez, A, M, & Pérez, A. (2002). R&D project efficiency management in the Spanish industry. International Journal of Project Management. 20 (7): 545-560
20- Tabatabaei, A. & Mosalman, A. & Mosalman, H. (2017). Investigating Factors Influencing the Establishment of a Project Management Office (PMO) in Project-Based Organizations. 5th International Congress on Civil Engineering, Architecture and Urban Development. Shahid Beheshti University, Tehran. (in persian)
21- Walton, J. Creating a Project Management Office (PMO), Retrieved August, 2007, from www.serena.com
23- Wysocki, R, K. (2014). Effective Project Management: Traditional, Agile, Extreme, Seventh Edition, Indiana: Wiely Publishing Inc.
24- Mohammadi, A. & Nasrabadi, A. (2018). Project Management Office in Project-Based Holdings and Companies. 4th National Conference on Construction and Project management. Alaoddoleh Semnani institute, Tehran (in persian).
