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Implementation av ett projektkontor: Hinder & Drivkrafter
KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
2014 (Swedish)Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesisAlternative title
Implementation of a Project Management Office : Barriers & Drivers (English)
Abstract [sv]

Den här rapporten syftar till att utveckla kunskapen kring vad projektkontor utsätts för i implementering och därmed bidra till teori på området projektkontorets förändringar. En fallstudie genomfördes på den tekniska konsultfirman ÅF, i division Industry på enheten Market Area Project Management, vilken till viss del delar funktioner med ett projektkontor även om det inte är ett. Att studera dess möjliga utvecklingsriktning blev fokus i studien. Den övergripande problemformuleringen lyder: Vilka hinder och drivkrafter finns för implementeringen av ett projektkontor i en organisation som utvecklas mot att vara projektbaserad? Studien baseras på semistrukturerade djupintervjuer med fem olika Business Area Managers inom ÅF Industry samt deltagande observation. För att besvara den övergripande forskningsfrågan besvaras två praktiskt betonade frågor:

Vilka hinder och drivkrafter finns för utveckling av Market Area Project  Management, i enlighet med ÅF Industrys strategi?

Hur bör projektledarrollen förändras för att arbeta i linje med utvecklingsriktningen?

Slutsatserna av studien är fem hinder samt fem drivkrafter för implementeringen av ett projektkontor. De fem hindren är:

Attraktivitetsproblem genom byråkrati

Förändringsundervärdering

Attraktivitetsproblem genom komplexitet

Kortsiktighetsperspektiv

Flexibilitetsbegränsning

De fem drivkrafterna är:

Processutvecklingsbehov

Projektintressentbehov

Implementeringsstödbehov

Projekttypssynergier

Snabbrörlighetsbehov.

Slutsatsen syftar till att kunna användas av intressenter för projektkontor vilka vill förstå hur dynamiken kring implementering av ett projektkontor ser ut samt av de som vill bygga vidare på teori kring projektkontorets uppgång och fall.

Abstract [en]

The purpose of this report is to develop further knowledge in the area of project management office transition and development and thereby  provide important theory to the field. To do this a case study  was carried through at the technical consultant firm ÅF in the division Industry at the unit Market Area Project Management, a unit with  visible similarities to a project management office,  although it was not  officially  one. To study the unit’s possible development became the  focus of the study.

The main research question read: Which blockers and drivers are there for implementation of a project management office in an organization that is developing  towards being project based? The study was based on semi--‐structured in--‐depth interviews with five different Business Area Managers in ÅF Industry with additional participative observation. To find the answer to the main question two practically based questions  were answered:

Which blockers and drivers are there for development of Market Area Project Management in line with the strategy of ÅF Industry?

How should the role of the project manager be changed in order to work in line with the development direction? The conclusions drawn from the report are summarized  in five blockers as well as five drivers for the implementation of a project management office. The five blockers are:

Problems of attraction through bureaucracy

Undervaluation of change

Problems of attraction through complexity

Shortsighted perspective

Limitation of flexibility  IV

The five driversare:

Need for process development

Need for special stakeholder of project operation and development

Need for implementation support

Synergies through project types

Need for fast reaction

The conclusions are meant to be of help for parties interested in the development of project management offices. The report is meant to be of support in understanding the dynamics in and around implementation of a project management office for operational leaders as well as those  who aim to build further theory on project management offices’  rise and decline.

 

Place, publisher, year, edition, pages
2014. , 109 p.
Keyword [en]
Project management office, PMO, Project operations, Project governance, Multiproject management, Project
Keyword [sv]
Projektkontor, Projektverksamhet, Projektstyrning, Multiprojektledning, Projektportföljsstyrning
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:kth:diva-159437OAI: oai:DiVA.org:kth-159437DiVA: diva2:784637
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Available from: 2015-02-10 Created: 2015-01-30 Last updated: 2015-02-10Bibliographically approved

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