An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors

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dc.contributor.advisorRoot, Daviden_ZA
dc.contributor.advisorDiederichs, C Jen_ZA
dc.contributor.authorDesta, Solomonen_ZA
dc.date.accessioned2014-08-15T14:00:58Z
dc.date.available2014-08-15T14:00:58Z
dc.date.issued2006en_ZA
dc.descriptionIncludes bibliographical references.en_ZA
dc.description.abstractIntegrating Project Management practices with other management practices and processes such as Knowledge Management, Total Quality Management, Concurrent Engineering, Risk Management and Change Management has become a coping mechanism for many organisations operating in volatile business environments (Kerzner 2000). Companies have come to realize that leveraging knowledge gained on projects is an important resource to improve performance and have started to look for strategies that help them to achieve 'excellence' and 'maturity' in PM and help formally "manage" this intellectual property gained on projects (Kerzner 2003). One of the strategies that many companies are adopting for the structured collection, distribution, and updating of the intellectual property gained on projects and to facilitate their maturity in PM practices is the 'project management office' (PMO) (Dai & Wells 2004; PMI 2004a; Santosus 2003; Rad & Levin 2002; Bates 1998). This is referred to by different writers alternatively as the project office (PO) (Englund et al. 2003; Kermer 2003; Turbit 2003; PM! 2000a), PM centre of excellence (COE) (Kermer 2001) or Project support office (PSO) (Marsh 2001; Marsh 2000).en_ZA
dc.identifier.apacitationDesta, S. (2006). <i>An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors</i>. (Thesis). University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Construction Economics and Management. Retrieved from http://hdl.handle.net/11427/6554en_ZA
dc.identifier.chicagocitationDesta, Solomon. <i>"An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors."</i> Thesis., University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Construction Economics and Management, 2006. http://hdl.handle.net/11427/6554en_ZA
dc.identifier.citationDesta, S. 2006. An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors. University of Cape Town.en_ZA
dc.identifier.ris TY - Thesis / Dissertation AU - Desta, Solomon AB - Integrating Project Management practices with other management practices and processes such as Knowledge Management, Total Quality Management, Concurrent Engineering, Risk Management and Change Management has become a coping mechanism for many organisations operating in volatile business environments (Kerzner 2000). Companies have come to realize that leveraging knowledge gained on projects is an important resource to improve performance and have started to look for strategies that help them to achieve 'excellence' and 'maturity' in PM and help formally "manage" this intellectual property gained on projects (Kerzner 2003). One of the strategies that many companies are adopting for the structured collection, distribution, and updating of the intellectual property gained on projects and to facilitate their maturity in PM practices is the 'project management office' (PMO) (Dai & Wells 2004; PMI 2004a; Santosus 2003; Rad & Levin 2002; Bates 1998). This is referred to by different writers alternatively as the project office (PO) (Englund et al. 2003; Kermer 2003; Turbit 2003; PM! 2000a), PM centre of excellence (COE) (Kermer 2001) or Project support office (PSO) (Marsh 2001; Marsh 2000). DA - 2006 DB - OpenUCT DP - University of Cape Town LK - https://open.uct.ac.za PB - University of Cape Town PY - 2006 T1 - An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors TI - An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors UR - http://hdl.handle.net/11427/6554 ER - en_ZA
dc.identifier.urihttp://hdl.handle.net/11427/6554
dc.identifier.vancouvercitationDesta S. An investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectors. [Thesis]. University of Cape Town ,Faculty of Engineering & the Built Environment ,Department of Construction Economics and Management, 2006 [cited yyyy month dd]. Available from: http://hdl.handle.net/11427/6554en_ZA
dc.language.isoengen_ZA
dc.publisher.departmentDepartment of Construction Economics and Managementen_ZA
dc.publisher.facultyFaculty of Engineering and the Built Environment
dc.publisher.institutionUniversity of Cape Town
dc.subject.otherProject Managementen_ZA
dc.titleAn investigation into the practice of the project management office (PMO) concept in the German developer, contractor and project management sectorsen_ZA
dc.typeMaster Thesis
dc.type.qualificationlevelMasters
dc.type.qualificationnameMScen_ZA
uct.type.filetypeText
uct.type.filetypeImage
uct.type.publicationResearchen_ZA
uct.type.resourceThesisen_ZA
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