جستجوی مقالات مرتبط با کلیدواژه "چالش های پیاده سازی" در نشریات گروه "عمران"

The purpose of this research is to evaluate the challenges of establishing a project management office (PMO) in construction projects. Data analysis was done by using expert questionnaires and collecting them in SPSS software and using Kolmogorov Smirnov, t-test and Friedman test. The results showed that all 6 main challenges have an impact on the purpose of the research and solving them can help to improve the status of PMO establishment. The results of the analysis of sub-challenges with the Friedman test showed that among the management challenges, the highest number related to the challenge of "insufficient project management skills" with a Friedman average of 4.64 and among the technical and executive challenges, the highest number is related to the challenge of "non-application of the hardware and software infrastructure required in the implementation of PMO" with Friedman's average of 8.09 and among the strategic sub-challenges, the most critical challenge is "inadequacy of business skills" with a Friedman average of 5.61, and among the support sub-challenges, the highest Friedman average is related to the challenge of "lack of support for project managers and PMO establishment" with an average of 8.76 and among the economic challenges, the highest Friedman average is related to "fear of rising overhead costs and being considered as an overhead cost" with a Friedman average of 3.79 and among the challenges of the stakeholders, it is related to the challenge of "not focusing on the benefits of the project" with Friedman's average of 6.44.

Today, the need to apply project management knowledge as a key factor in success in project-based organizations is obvious. In order to increase the effectiveness of project management, increase the level of maturity of project management, and ultimately increase the success rate of the organization, it is necessary to establish a unit with centralization and project coordination function, which plays a role in the project management office (PMO). Adopting this approach is one of the effective measures in centralizing and integrating the organization's project management processes. With this in mind, organizations today have realized the need and importance of implementing project management offices to overcome problems and increase project management effectiveness. In this regard, in the present research, the challenges of implementing a project management office in the companies and projects of the oil and gas industries, with a case study conducted in the Oil Engineering and Development Company, have been identified and prioritized. For this purpose, in the first stage, to identify the challenges, interviews were conducted with experts in this field, which led to the identification of 36 challenges and were divided into three categories: organizational, managerial, and human resources challenges. Finally, in the second stage, these challenges were prioritized using the distribution of questionnaires among experts and the analytic hierarchy process (AHP). Managers with traditional thinking are some of the main and challenging issues in implementing project management offices in companies and executive projects of oil and gas industries.