000			01488naa a2200193uu 4500
001			0032411102837
003			OSt
005			20190211170636.0
008			100324s2009 xx ||||gr |0|| 0 eng d
100	1		_aPELLEGRINELLI, Sergio _98243
245	1	0	_aTowards a conceptualisation of PMOs as agents and subjects of change and renewal
260			_aExeter, UK : _bElsevier, _cOctober 2009
520	3		_aMany writers on Project and Programme Management Offices (PMOs), whose remit covers a range of projects and programmes undertaken, suggest that they are valued by, and are enduring features of organisations. However, these descriptions neither resonate well with the experiences of practising managers nor with the limited empirical research available [1]. This paper proposes a re-conceptualisation of a PMO as an organisational construct, created in response to a perceived need, and as that need is progressively addressed, the relevance and value of the PMO decreases – the dissemination of tools, expertise and insights ultimately leads to its existence being questioned. PMOs evolve or risk being disbanded. Leaders of PMOs can generate new value by redefining the purpose and activities of the PMO.
700	1		_aGARAGNA, Luciano _938428
773	0	8	_tInternational Journal of Project Management _g27, 7, p. 649-656 _dExeter, UK : Elsevier, October 2009 _xISSN 02637863 _w
942			_cS
998			_a20100324 _b1110^b _cDaiane
998			_a20100326 _b1048^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32089 _d32089
041			_aeng