As contribuições do project management office à Gestão organizacional: validação empírica por meio de um modelo estrutural

Abstract

This dissertation aims to test a model to investigate whether Project Management Office Performance contributes to Organizational Management. For this, this work was divided into three articles. The first article presents an investigation into the role of the Project Management Office (PMO) in organizations based on the analysis of the state of the art on the subject. For this, a systematic review of the literature is carried out, based on the PRISMA recommendation. For the descriptive analysis of the results, both qualitative and quantitative, the software MS Excel (v.2110), VOSviewer (v.1.6.14), as well as the online platforms WordArt.com and Lucidchart.com were used. From the analysis of the textual corpus of the selected works, it was possible to present the performance of PMOs, their variations, the types of organizations where they are inserted, as well as their contributions, challenges, improvements and proposals for future investigations. In the second article, a systematic literature review is carried out to investigate the relationship between PMO performance and organizational management, in the current literature. With the support of the IRAMUTEQ Software to perform the Content and Descriptive Analysis of the textual corpus, it was possible to observe that there is a notorious interest of researchers in investigating the PMO under the aspects of Performance, Challenges, Management and Team Engagement, PMO Functions and its Change Management Support. In addition, it is possible to emphasize the importance of the Human Factor (teams), Partners and Stakeholders in support of the PMO, in addition to taking into account, in the performance of the PMO, the Capacities and Tensions that the PMO suffers as a consequence of the Organizational Capacities and Tensions. In view of these results, it was possible to build a theoretical model, based on the recommendations and findings of research, which presents the relationship between PMO performance and organizational management. Finally, the third article aims to investigate whether the PMO contributes, in a positive and significant way, to organizational management, under the quantitative aspect. For this, a theoretical model based on the literature is built and applied through a cross-sectional Survey, applied on the main platforms and social networks of project management professionals. Given that the work is developed from a quantitative perspective, for the analysis of the collected data, which totaled a base with 126 responses to the data instrument, the Structural Equation Modeling approach is used, with the support of the SmartPLS software. In view of the results, it is possible to reject the null hypothesis, that is, it has been proven that there are positive and significant correlations between the constructs of the structural model, Organizational Management and PMO Performance, and these are significant, according to all quality indicators and fit of the model tested in the research. In addition, the hypothesis of the present research is confirmed. Finally, the notorious contribution of the PMO in learning, strategy, culture, innovation, change management and, finally, in organizational management is highlighted.