Stakeholder expectations and perceptions of the role of the project management office in local government : a case study

Abstract

There are few studies on the organisational role in project management specifically in Project Management Offices (PMOs) in the public sector. There is also limited research on the role of PMOs in South Africa and even less research on human behavioural factors that may impact on its effectiveness and value of these PMOs. The objective of this study is to analyse project management stakeholders’ expectations and perceptions of the role(s) of the PMO in South African local government. The author followed a qualitative approach using an in-depth and exploratory singlecase study of the City of Tshwane Metropolitan Municipality (CoTMM) wherein twenty (20) participants were interviewed and their transcripts were coded and analysed with the assistance of the ATLAS.ti software. The results of this study demonstrate that there are inconsistencies between the mandated role of the PMO and what the stakeholders expect from them. The roles and functions expected by stakeholders from the PMO are inconsistent and unrealistic. The stakeholder’s perceptions of the roles and functions of the PMO are not in congruence with their unrealistic expectations; therefore, it is currently viewed as not delivering value. This leads to the PMO staff experiencing role stress. The results of this study therefore, support the literature reviewed as well as the theories used to develop the conceptual framework. The author recommends that to enable the PMO to improve the effectiveness and provide more value, (1) the CoTMM, and municipalities in South Africa, should review the role(s) of the PMO in the municipality through an Organisational Role Analysis (ORA) process; and (2) municipalities should implement a gradual implementation of the PMO model, roles and functions starting at a basic operational level, progressing to an intermediate tactical level, and finally an advanced strategic level.