Pmo

A high-rise rental apartment construction project is a high-rise building that has the characteristics, high complexity of work. The importance of competence, leadership and organizational culture on construction projects. Research through 88 questionnaires with respondents from construction management consultant field personnel and contractor field personnel on high-rise rental apartment construction projects using the Likert scale and statistical analysis of the SPSS program. Organizational culture has a positive and significant influence on project performance. Simultaneously the PMO function, competence, leadership and organizational culture have a significant influence on project performance. To optimize project performance by continuing to supporting and developing project organization so that it has 7 (seven) characteristics of organizational culture as follows: innovation and risk taking, attention to detail, results orientation, people orientation, team orientation, aggressiveness and stability. For this reason, the implementation of organizational culture in the field needs to be in charge and responsible. This role can be delegated to the project management office (PMO) or similar division, this certainly depends on company policy.

[Spalek S., Kuhn T., Dayton S., “Real-Life Examples of How to Ensure PMO Alignment with Organisational Needs”, Proceedings of PMI Global Congress 2016, Project Management Institute, Newtown Square, USA 2016]. The article presents two case studies of the implementation of PMOs in practice. Although each example has its own history, they both show how important it is for PMO to present  added value to the organisation. Moreover, when serving different functions, it should be clearly identified what the top priorities are for the PMO in the area of project management. Both case studies present the non-IT approach and demonstrate how important it is to evolve, both in the long and in the short terms from the PMO’s formation. For the first stage of its evolution, it is crucial for PMO to very quickly react when there are any signs that PMO sponsors are not satisfied regarding the added value the PMO should report. When undergoing this tough period of time, the PMO should focus on a new kind of relationship with the top management of the company. The prospective areas of PMO development should be outlined, supporting the company’s long term strategy. Those areas could be, but should not be limited to, endorsing methods/tools and standards, project portfolio management and project knowledge management. When you make all of the above happen, your PMO will most likely survive more than a year from its inception.