Department: Programa de Pós-Graduação em Engenharia Civil
University/Institution: Universidade Federal Fluminense (UFF),
Town/City: Niterói
Country: Brazil
Department: Departamento de Engenharia Industrial (DEIN)
University/Institution: Universidade do Estado do Rio de Janeiro (UERJ)
Town/City: Rio de Janeiro
Country: Brazil
Gustavo Oliveira Pinto is a MSc candidate in Civil Engineering at Universidade Federal Fluminense (UFF). He holds a Post-graduate in Project Management from the Universidade do Estado do Rio de Janeiro (UERJ), and a BSC in Civil Engineering at Universidade do Estado do Rio de Janeiro (UERJ). He also candidate a BSc in Production Engineering from the Universidade do Estado do Rio de Janeiro (UERJ). His research involves project management, planning, financial management, contractual management and operations management.
Department: Programa de Pós-Graduação em Engenharia Civil, Departamento de Engenharia de Produção.
University/Institution: Universidade Federal Fluminense (UFF).
Town/City: Niterói
Country: Brazil
Luiz Carlos Brasil de Brito Mello is an Associate Professor at Universidade Federal Fluminense (UFF). He holds a M. Sc in Industrial Engineering and a DsC. in Civil Engineering. Has worked in Upper Management positions in Multinationals in Brazil and abroad. His research involves project management, logistics, supply management, lean sigma and quality management.
Department: Departamento de Engenharia Industrial (DEIN)
University/Institution: Universidade do Estado do Rio de Janeiro (UERJ)
Town/City: Rio de Janeiro
Country: Brazil
Thais Spiegel is an Associate Professor in the Industrial Engineering Department of Rio de Janeiro State University. Coordinator and researcher for LEGOS laboratory (health operations management laboratory). Her research interests include healthcare operations management and design, process modeling, decision making, logistic and supply chain management in health care settings.
Highlights: Project management office (PMO) is structurally configured in a particular way to adapt to the peculiarities of each organization and its strategic objectives, in order to promote project management practices. The purpose of this article is to explore the best practices for project management office implementation. A systematic literature review was conducted using 104 documents published between 2000 and 2018. The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.
Goal: The purpose of this article is to explore the best practices for project management office implementation.
Design/Methodology/Approach: A systematic literature review was conducted using 104 documents published between 2000 and 2018.
Results: The research allowed the identification of PMO's data, such as functions, models, best practices in implementation, challenges to implementation, and success factors.
Limitations of the investigation: Other factors related to PMO, such as the implementation phases, maturity models, process groups, and organizational variables that affect PMO.
Practical implications: It is observed that there are relevant issues in PMO implementation structuring that are not consolidated, making it difficult for organizations to base their implementation on the available theoretical frameworks.
Originality/value: As a result, it became evident that there is a lack of standardization of those characteristics related to the PMO; and that the so-called "best practices" require more academic studies before they can be established.
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