Dr. Mohammad Ichsan, Dipl.-Ing. MT
The role of project management office (PMO) manager: A qualitative case study in Indonesia
In recent years, the need for PMOs in various organizations has increased
due to the positive impact of PMOs on the projects being carried out. This phenomenon is also occurring in Indonesia, but it does not work the way PMO should. This study, therefore, attempts to provide the role of the PMO manager so that they can adequately carry out their task, as there is as yet no literature that specifically addresses the role of the PMO manager. This study uses descriptive qualitative research methodology by performing three main activities. First, determining the functions of PMO that were derived from 70 papers. Second, making the pre-FGD survey based on the findings from the literature review of the functions of PMO. Third, making focus group discussion (FGD) to discuss, validate the result of the pre- FGD survey, and determine the role of PMO manager. This study found 60 roles of PMO manager within the scope of the seven functions of PMO. Although the study was carried out as part of the PMO in Indonesia, the respondents were PMO Managers. practitioners, and academics from Indonesia, the findings contribute to
https://doi.org/10.1080/23311975.2023.2210359
Fostering Project Delivery Capabilities in Indonesian Commercial Banks
To be competitive in their business, many of Indonesian Commercial Banks create strategic initiatives that are managed in form of projects and expect that the impact of this projects will bring quantified value to the organization in form of firm performance. Nevertheless, it is important to know organizations capability and project prioritization in delivering
those projects so that the quantified value can be optimized. This paper aims to explore how the project portfolio management supports the project delivery capabilities through PMO to respond the environmental uncertainties and how it affects the bank performance that is measured using Return on Asset (ROA). Data were obtained from 74 respondents
representing each of 74 commercial banks and analysed using the partial least squares structural equation modelling software SmartPLS 3.0. Study was concluded that project delivery capabilities had a significant impact on ROA in banks with larger equity category. This empirical research reveals that the environmental uncertainties are responded by the banks with bigger equity category (3 and 4) through implementing the right strategic
initiatives in form of project that is managed with sufficient project delivery capabilities through PMO and significantly affecting the ROA. This phenomenon, however, is not reflected in Commercial Banks with smaller equity category (1 and 2). The result of this study shall provide insights to Indonesian Bank Regulatory to provide governance in managing strategic initiatives in the form of projects to the Indonesian Commercial Banks.
http://www.pertanika.upm.edu.my/pjssh/browse/regular-issue?article=JSSH(S)-1301-20
Project management office manager’s competences: systematic literature review
Facing increasingly fierce competition, companies need to manage
multiple projects with PMO managers who excel and are successful in each of
their projects. The PMO manager plays an essential role in the success of any
ongoing project; one of the most important factors supporting the project’s
success is competence. Given the phenomenon in Indonesia, where projects
continue to be active, and the need for PMOs continues to grow, skill
development is necessary so that PMO manager can perform their duties
effectively. Hence, this study aims to determine what competences are required for a PMO manager. This study uses a descriptive qualitative research methodology by combining the systematic literature review (SLR) method to identify competences for PMO managers, derived from 60 papers, and subject matter experts (SMEs) to classify the competences summarised match the competences with the PMO manager functions. This study found an extraction of 23 competence dimensions grouped into five core competences that can be used to develop a PMO manager’s competence framework. It will be further developed as a competence development program in assessment and training.
https://doi.org/10.1504/IJPOM.2023.131676