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PMO and the Flow of Knowledge Between Projects

It’s always good to find out what the latest insights are from research papers based on PMO themes. In this article we take a look at the paper, The Role Played by PMOs in the Transfer of Knowledge Between Projects from the Department of Engineering and Technology Management, University of Pretoria, South Africa published in 2018.
The paper presents a conceptual framework with the promise of further research to come which will look at the empirical results (the realities).
The argument is that projects are focused on the short-term goals, and rightly so, however, we can learn lessons and gain knowledge from carrying out these projects that should benefit the long-term goals of the organisation. The argument is old – how can we really learn the lessons of previous projects to help us deliver future projects better.
The paper presents the PMO as being the function ideally placed within an organisation to play an important role in supporting and facilitating the flow of knowledge between projects. The PMO can be seen as a catalyst – interestingly there are three definitions of catalyst that could all apply, you choose:
something that causes activity between two or more persons or forces without itself being affected.
a person or thing that precipitates an event or change.
a person whose talk, enthusiasm, or energy causes others to be more friendly, enthusiastic, or energetic.
The PMO acts as a catalyst that moderate and mediate the transfer of knowledge between projects. In the rest of the article, we take a look at the role of the PMO in moderating and mediating plus take a deeper look at the research findings.

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