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A Study on Readiness for Change in Project-Based Organizations that are Establishing a Project Management Office (PMO)

Tabatabei Lotfi, Mir Hossein | 2009

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  1. Type of Document: M.Sc. Thesis
  2. Language: Farsi
  3. Document No: 40210 (44)
  4. University: Sharif University of Technology
  5. Department: Management and Economics
  6. Advisor(s): Mashayekhi, Ali Naghi; Alavi, Babak
  7. Abstract:
  8. A great rise in the number of projects undertaken simultaneously within organizations and consequently, a further increase in the complexity of managing them, has led to emerging innovative forms of organizational structures. There are new concepts developing in project management literature such as program management, portfolio management and project management offices (PMOs). PMOs have recently been used as a means for managing large projects, based on the need for an overall, coherent approach. Project offices are established to coordinate portfolios of projects and achieve project management oversight, control and support. Based on the structure and definition proposed by Hill (2004), it is logical to suggest that the organization which the PMO is being established in would undergo change in its structure and/or other aspects. The members of the organization may have different opinions about the changes and they may act differently towards these changes. Some of these reactions may be opposed to the change occurred. Thus, studying the resistances may contribute to the better establishment of a PMO in an organization. In this quantitative study, using a case study (Kayson Co.) and using theme analysis method, I have tried to describe the process of the establishment of PMO in this organization. For the sake of categorizing the tasks and occurrences in the process of the establishment of PMO, I have used Lewin’s (1947) and Kotter’s (1996) models of change management. The different tasks in the process have been described in three stages namely: Readiness for change, Conducting Change and Re-freezing. Future studies have to be conducted to verify these results and also to try to build a framework based on the theoretical aspects of the two main fields of this interdisciplinary subject; change management and PMOs.

  9. Keywords:
  10. Change Management ; Project Based Organization ; Readiness for Change ; Project Management Offices (PMOs) ; Resistance to Orgonizational Change

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