<?xml version="1.0" encoding="ISO-8859-1"?><article xmlns:mml="http://www.w3.org/1998/Math/MathML" xmlns:xlink="http://www.w3.org/1999/xlink" xmlns:xsi="http://www.w3.org/2001/XMLSchema-instance">
<front>
<journal-meta>
<journal-id>0121-5051</journal-id>
<journal-title><![CDATA[Innovar]]></journal-title>
<abbrev-journal-title><![CDATA[Innovar]]></abbrev-journal-title>
<issn>0121-5051</issn>
<publisher>
<publisher-name><![CDATA[Facultad de Ciencias Económicas. Universidad Nacional de Colombia.]]></publisher-name>
</publisher>
</journal-meta>
<article-meta>
<article-id>S0121-50512020000100119</article-id>
<article-id pub-id-type="doi">10.15446/innovar.v30n75.83261</article-id>
<title-group>
<article-title xml:lang="pt"><![CDATA[Desempenho do escritório de gerenciamento de projetos: divergência de percepções entre a instrução acadêmica e a vivência profissional]]></article-title>
<article-title xml:lang="en"><![CDATA[PROJECT MANAGEMENT OFFICE PERFORMANCE: DIVERGENCE OF THE PERCEPTIONS BETWEEN ACADEMIC INSTRUCTION AND PROFESSIONAL EXPERIENCE]]></article-title>
<article-title xml:lang="es"><![CDATA[DESEMPEÑO DE LA OFICINA DE GESTIÓN DE PROYECTOS: DIVERGENCIA DE PERCEPCIONES ENTRE LA INSTRUCCIÓN ACADÉMICA Y LA VIVENCIA PROFESIONAL]]></article-title>
<article-title xml:lang="fr"><![CDATA[LA PERFORMANCE DU BUREAU DE GESTION DE PROJET: DIVERGENCE DE PERCEPTIONS ENTRE L'ENSEIGNEMENT ACADÉMIQUE ET L'EXPÉRIENCE PROFESSIONNELLE]]></article-title>
</title-group>
<contrib-group>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Rezende Oliveira]]></surname>
<given-names><![CDATA[Ronielton]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
<contrib contrib-type="author">
<name>
<surname><![CDATA[Cordeiro Martins]]></surname>
<given-names><![CDATA[Henrique]]></given-names>
</name>
<xref ref-type="aff" rid="Aff"/>
</contrib>
</contrib-group>
<aff id="Af1">
<institution><![CDATA[,Univesidade FUMEC Grupo de Estudos e Pesquisas em Estratégias Organizacionais ]]></institution>
<addr-line><![CDATA[Belo Horizonte ]]></addr-line>
<country>Brasil</country>
</aff>
<aff id="Af2">
<institution><![CDATA[,Univesidade FUMEC Grupo de Estudos e Pesquisas em Estratégias Organizacionais ]]></institution>
<addr-line><![CDATA[Belo Horizonte ]]></addr-line>
<country>Brasil</country>
</aff>
<pub-date pub-type="pub">
<day>00</day>
<month>03</month>
<year>2020</year>
</pub-date>
<pub-date pub-type="epub">
<day>00</day>
<month>03</month>
<year>2020</year>
</pub-date>
<volume>30</volume>
<numero>75</numero>
<fpage>119</fpage>
<lpage>134</lpage>
<copyright-statement/>
<copyright-year/>
<self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_arttext&amp;pid=S0121-50512020000100119&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_abstract&amp;pid=S0121-50512020000100119&amp;lng=en&amp;nrm=iso"></self-uri><self-uri xlink:href="http://www.scielo.org.co/scielo.php?script=sci_pdf&amp;pid=S0121-50512020000100119&amp;lng=en&amp;nrm=iso"></self-uri><abstract abstract-type="short" xml:lang="pt"><p><![CDATA[RESUMO: O Project Management Office (PMO) é estabelecido para melhorar a eficiência e eficácia das organizações ao ajudar os gerentes de projetos, as equipes de projetos, as áreas funcionais e os níveis organizacionais. De acordo com a percepção de desempenho do PMO, este artigo verifica as intensidades e influências dos fatores organizacionais: estratégia, sistemas de informação, gestão do portfólio de projetos, operações, redes de relacionamento, pessoas, gestão do conhecimento e cultura organizacional, quando comparados à ausência ou existência do pmo nas organizações. A análise de dados de 63 países foi realizada com a Partial Least Squares Structural Equation Modeling (PLS-SEM). Os resultados indicam que, para os respondentes que não atuam em um PMO, persiste um entendimento divergente do dos respondentes que exercem atividades em um PMO, em que a variância explicada no desempenho deste para as organizações que possuem um escritório de projetos corresponde a 43% no modelo da pesquisa.]]></p></abstract>
<abstract abstract-type="short" xml:lang="en"><p><![CDATA[ABSTRACT: 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.]]></p></abstract>
<abstract abstract-type="short" xml:lang="es"><p><![CDATA[RESUMEN: El Project Management Office (PMO) se establece para mejorar la eficiencia y la eficacia de las organizaciones al ayudar los gerentes de proyectos, los equipos de proyectos, las áreas funcionales y los niveles organizativos. De acuerdo con la percepción de desempeño del PMO, el artículo verifica las intensidades e influencias de los factores organizacionales: estrategia, sistemas de información, gestión de la cartera de proyectos, operaciones, redes de relaciones, personas, gestión del conocimiento y cultura de la organización, en comparación con la ausencia o la existencia del PMO en las organizaciones. El análisis de datos de 63 países se realizó con la Partial Least Squares Structural Equation Modeling. Los resultados evidencian que, para los que contestaron que no actúan en un PMO, persiste un entendimiento divergente al de los que ejercen actividades en un PMO. Asimismo, la varianza explicada en el desempeño del PMO para las organizaciones que poseen tal proyecto corresponde al 43% en el modelo de investigación.]]></p></abstract>
<abstract abstract-type="short" xml:lang="fr"><p><![CDATA[RÉSUMÉ: Le Bureau de gestion de projet ou Project Management Office (PMO) est créé pour améliorer l'efficacité et la rentabilité des organisations en aidant les gestionnaires de projet, les équipes de projet, les domaines fonctionnels et les niveaux organisationnels. Selon la perception de performance du PMO, l'article vérifie l'intensité et l'influence des facteurs organisa-tionnels: la stratégie, les systèmes d'information, la gestion de portefeuille de projets, les opérations, les réseaux relationnels, les personnes, la gestion des connaissances et la culture de l'entreprise, par rapport à l'absence ou à l'existence de PMO dans les organisations. L'analyse des données de 63 pays a été réalisée à l'aide de la modélisation d'équation structurelle par la méthode des moindres carrés partiels. Les résultats montrent que, pour ceux qui ont répondu qu'ils n'agissaient pas dans un PMO, il persiste une compré-hension divergente à celle de ceux qui exercent des activités dans un PMO. De même, la variance expliquée dans la performance du bureau de gestion de projet pour les organisations ayant un tel projet correspond à 43% dans le modèle de recherche.]]></p></abstract>
<kwd-group>
<kwd lng="pt"><![CDATA[análise multigrupo]]></kwd>
<kwd lng="pt"><![CDATA[desempenho]]></kwd>
<kwd lng="pt"><![CDATA[escritório de projetos]]></kwd>
<kwd lng="pt"><![CDATA[gestão de projetos]]></kwd>
<kwd lng="pt"><![CDATA[modelo analítico]]></kwd>
<kwd lng="en"><![CDATA[Project management]]></kwd>
<kwd lng="en"><![CDATA[project office]]></kwd>
<kwd lng="en"><![CDATA[performance]]></kwd>
<kwd lng="en"><![CDATA[analytical model]]></kwd>
<kwd lng="en"><![CDATA[multi-group analysis]]></kwd>
<kwd lng="es"><![CDATA[Análisis multigrupo]]></kwd>
<kwd lng="es"><![CDATA[desempeño]]></kwd>
<kwd lng="es"><![CDATA[gestión de proyectos]]></kwd>
<kwd lng="es"><![CDATA[OCP]]></kwd>
<kwd lng="es"><![CDATA[PLS-SEM]]></kwd>
<kwd lng="fr"><![CDATA[analyse multigroupe]]></kwd>
<kwd lng="fr"><![CDATA[performance]]></kwd>
<kwd lng="fr"><![CDATA[gestion de projet]]></kwd>
<kwd lng="fr"><![CDATA[OCP]]></kwd>
<kwd lng="fr"><![CDATA[PLS-SEM]]></kwd>
</kwd-group>
</article-meta>
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<page-range>17-26</page-range></nlm-citation>
</ref>
</ref-list>
</back>
</article>
