Правительство Российской Федерации

Федеральное государственное автономное образовательное учреждение

высшего профессионального образования

«Национальный исследовательский университет «Высшая школа экономики»

Факультет менеджмента

Кафедра Управления проектами

МАГИСТЕРСКАЯ ДИССЕРТАЦИЯ

На тему: «Исследование роли Офиса Управления Проектами в процессе управления изменениями в организации»

Студентка группы № 727 Карасёва Анастасия Максимовна

Руководитель ВКР Доцент Ильина Ольга Николаевна

Москва, 2014

Table of Contents

Introduction 3

Relevance of the study 3

Research subject 4

Research object 4

Research goals 4

Limitations of the study 5

Paper plan 5

Chapter 1: Changes and change management practicies 7

1.1Organizational changes: terminology and typology 7

1.2Change management practices and models 10

1.3Resistance to change and managing resistance 20

Chapter 2: PMO, roles and functions 23

2.1. Terminology and typology 23

2.2. PMO functions and tasks 31

Chapter 3: Integration of PMO and change mangement research 36

3.1. Comparative analysis 36

3.2. Field research 45

3.3. Research findings and results 49

Companies' overview 49

Changes’ overview 51

PMO functions used in change management process 56

Existing change management functions of PMOs 62

64

Bibliography: 67

56.Appendices 73

57.Appendix 1: Survey questionnaire 73

160.Appendix 2: Research Findings 80

Introduction

Relevance of the study

Being a social system any organization, permanent or temporary, change. Already quite for a long time projects and programs have been considered as a way of organizing change (Bresnen, 2006; Cicmil, 1999; Biedenbach and Soderholm, 2008; Pellegrinelli, 1997). However, while a significant research has been conducted in both project management and change management areas still there is lack of interaction between them (Gareis, 2010; Parker et al., 2013). Change management literature usually does not address the relationship between changes, projects and programs from operational perspective. While the literature on project management perceives changes to be managed just within projects or programs (Office of Government Commerce, 2007; Project Management Institute, 2009; Hwang, Low, 2012; Zhang, 2013). Just recently some attempts to establish relations between project management and change management have been made. From this new perspective projects and programs are perceived as organizations to manage the changes. In several works relations between changes and projects and different aspects of interaction between change management and project management, such as competencies for managing changes, HR practices, handling resistance etc. have been examined (Fiedler, 2012; Huemann, 2010).

However, one of the most recent and popular project management phenomenon, Project Management Office, still has not been examined from the change management perspective. It is necessary to mention that the implementation of PMO could be regarded as an important organizational change or PMO itself could be regarded as subject of change that has been recently addressed in a few studies (Hobbs et al., 2008; Aubry et al., 2010; Pellegrinelli and Garagna, 2009). However still the PMO is rarely seen as the agent of change. According to Pellegrinelli and Garagna, organizational changes increase the importance of project and program management that, in its turn, may lead to “the development of new roles and competencies or the re-establishment of a PMO” (2009, p.654). However still there is a gap between the notions of change management and Project management office and the relations between them are not examined.