A Relational Typology of Project Management Offices

Abstract

This explorative paper develops a relational typology of PMOs based on their roles with stakeholders. A multi-case study was used to identify these roles PMOs in multiple-PMO settings. A three dimensional role space allows locating the complex relational profiles that PMOs take on in respect to their stakeholders in practice. Super-ordinate, sub-ordinate and co-equal roles were identified in a framework of servicing, controlling and partnering in organizations. While servicing (subordinate role profile) and controling (super-ordinate role profile) support organizational effectiveness and exploitation of knowledge, partnering (co-equal role profile) creates the slack necessary for potential exploration of new knowledge.