International Journal of Advanced Engineering Research and Applications最新文献

{"title":"Role of a Project Management Office (PMO) in improving Project Success Factor in Saudi Arabia: Case Study of ZATCA","authors":"Mohammed A Altaefi","doi":"10.46593/ijaera.2022.v07i10.001","DOIUrl":"https://doi.org/10.46593/ijaera.2022.v07i10.001","url":null,"abstract":"Abstract: The demand for establishing a Project Management Office (PMO) will continue as many\u0000projects continue to delay or remain in the region of complicated and stalled projects. In Saudi Arabia,\u0000project failure is can be classified as severe pain for many businesses, even for the country's economy.\u0000There might be a shortage of research in the literature on project failure that emphasizes why projects\u0000fail or delay in Saudi organizations and the impact of implementing a PMO to manage projects. The\u0000main objectives of this empirical research in Saudi Arabia are to (i) conduct a literature review on the\u0000role of PMO and projects success criteria, (ii) identify the relationship between industrial engineering\u0000and the project management framework, (iii) critically evaluate if establishing a PMO will help\u0000achieving goals for project success. (iv) identifying when a project is successful, (v) evaluate the\u0000difference between the organizations that have established a PMO and other organizations that have\u0000not, (vi) identify the main obstacles for establishing PMOs in Saudi Arabia. A literature review on\u0000project failure and PMO establishment were performed. To prepare research questions and hypotheses,\u0000this study employed a multiphase mixed-method design with quantitative and qualitative\u0000methodologies to reach its research purposes. The data were collected through an online questionnaire\u0000for the critical incident technique study and then analyzed using thematic analysis and ANOVA using\u0000SPSS software. The main findings of the research show that most response that the project\u0000characteristics and performance within the organization, such as schedule, budget, and end-product,\u0000are essential for project success; in addition, the statistics showed the most important reasons for\u0000project failure. Furthermore, the study statistics showed that the primary motivation for starting a PMO\u0000is as follows a) Implement and follow standard practices, b) decrease the rate of and c) Assess project\u0000risks at early stages of the project lifecycle. Practitioner of project management view on PMO roles\u0000centered on the stalled project how it will develop and maintain project management standers and\u0000Provide project management consultations. Interestingly, the study also revealed that the lack of\u0000understanding of PMO value to the organization and Resistance to change are the main obstacles to\u0000establishing a PMO office. Overall, there was a statistically significant relationship between project\u0000characteristics and PMO’s effectiveness according to (Obstacles of establishing PMO). There was a\u0000statistically significant relationship between project characteristics and PMO’s effectiveness according\u0000to (Reasons of Projects failure).","PeriodicalId":322509,"journal":{"name":"International Journal of Advanced Engineering Research and Applications","volume":"183 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"1900-01-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"115060191","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}