Resumo

REZENDE OLIVEIRA, Ronielton  e  CORDEIRO MARTINS, Henrique. PROJECT MANAGEMENT OFFICE PERFORMANCE: DIVERGENCE OF THE PERCEPTIONS BETWEEN ACADEMIC INSTRUCTION AND PROFESSIONAL EXPERIENCE. Innovar [online]. 2020, vol.30, n.75, pp.119-134. ISSN 0121-5051.  https://doi.org/10.15446/innovar.v30n75.83261.

The Project Management Office (PMO) is established to improve the efficiency and effectiveness of organizations by helping project managers, teams, functional areas, and organizational levels. Based on the perception of PMO performance, this paper verifies the influence of organizational factors such as strategy, information systems, project portfolio management, operations, relationship networks, people, knowledge management, and organizational culture, when comparing the attendance or non-attendance of PMO in organizations. Data analysis from sixty-three countries was carried out using Partial Least Squares Structural Equation Modeling (PLS-SEM). Results show a divergent understanding between respondents who perform activities under a PMO approach and those who do not, with a 43% variance in PMO performance for those organizations that count on a project office.

Palavras-chave : Project management; project office; performance; analytical model; multi-group analysis.

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