Study goals
The aim of the study was to identify the roles played by a Project Management Office (PMO) in the process of implementing the strategic planning of a public organization.
Relevance / originality
The research is innovative in introducing a matrix that systematizes the roles that PMOs can assume in the organizational strategy implementation process, and in enumerating novel roles that have not yet been addressed in the literature: facilitation, projectization, and orchestration.
Methodology / approach
A comprehensive in-depth case study was conducted, with data collected through non-participant observation, semi-structured interviews, and document analysis. Subsequently, employing thematic analysis, the data were scrutinized to derive valid and well-grounded inferences.
Main results
The findings illustrated the PMO fulfilling four roles in the strategic planning implementation: alignment, facilitation, projectization, and orchestration. Furthermore, it was discerned that its performance is contingent upon the maturity level of project teams and their alignment with institutional objectives.
Theoretical / methodological contributions
Beyond the matrix, the study challenges the prevailing PMO paradigm. According to it, PMO activities vary based on their hierarchical level. The research observed the PMO carrying out operational activities, despite its strategic nature.
Social / management contributions
Regarding the managerial implications of the study, two points are underscored: PMOs can embrace the proposed matrix as a tool to delineate their approaches, and managers of public organizations can gain insights to improve the activities of existing PMOs within their institutions.