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j.geraldi's blog | Project Research Institute

j.geraldi's blog

Multiple projects: group and you shall govern

With the increasing number and increasing importance of projects, organisations feel the need to develop approaches to manage multiple projects. These projects often fight for the same resources within an organisation, be it excellent engineers or finance or even senior management attention, and managers need to make sure projects can be resourced appropriately.

How to make your PMO survive?


Nearly 90% of IT companies have a PMO (Project Management Office)  (KPMG, 2002-2003), and this number is still increasing. The value of having a PMO is widely debated, but a PMO is a highly relevant phenomenon within project-based organisation and should be a focus when managing for projects.

Embedding Knowledge in Project-Based Organisations

James was quite satisfied with the results of Project X - a complex production line. After the ramp up, the client decided to buy exactly the same product to be delivered just next to the first one. He was assigned to be the project manager, and thought this will be the easiest project he had ever managed. In the kick-off meeting, he told his team: “I would like everyone to follow exactly what we did in Project X”. By the end of the project, he and his team laugh about this statement. Yes… no two projects are the same.

Finding the right person for the job

Human resource management is quite challenging in projects, also see an earlier blog for reasons. One of the challenges is in the allocation of the ‘right’ person to the project. Indeed, despite research in the area, finding the ‘right’ person for the job remains the Holy Grail both for HRM in general and for project-based firms. 

Rethinking the role of control in project-based organisation

Project management can hardly be conceived without the concept of control.  We control the development of the project against an initial plan to ensure deviations are minimized and the project is kept on track. Ironically, the emphasis on control tools and methods provides neither project teams or top management with accurate and credible information about projects (Maylor, Brady, & Thomas, 2008); nor facilitates putting projects back on track (Williams, 2005). Instead, some control mechanisms are overused, bureaucratizing project work and causing waste.

The Institute

The newly created Project Management Research institute provides a focus on collaborative research excellence in project management. Read more..