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【導讀】山東建筑大學畢業設計外文文獻及譯文

　　

【正文】 ted given the great variety observed in the general population. . Consequences There are many consequences that can be identified from anizational structure. The focus here is on the tensions that are created following a restructuring of a PMO. Tensions are present at the two ends of the structuring process: they serve as a set of conditions and once a new structure is put in place, new tensions emerge as consequences of the new structure. As 山東建筑大學畢業設計外文文獻及譯文 11 such, tensions present an opportunity to understand the dynamics of coevolution in the social innovation system. 6. A typology of anisational tensions An analysis of the eleven transformations revealed that the anizational tensions contribute the most to making sense of the transformations. Five categories of tensions have been identified: economic, political, customer relationship, standardization versus flexibility and controlling the project machine. . Economic tension The source of economic tension is double: project performance and PMO cost. Project performance is often questioned inside anisations. Tensions emerge when projects do not meet their objectives. This is true with or without the presence of a PMO, but when a PMO exists it is often recognised as having a role to play in project performance. The performance of projects is often used as a key performance indicator for PMOs [5].Several scenarios have been observed. In some cases, project performance remains poor bringing the PMO’s legitimacy into question. In other cases, project performance is seen as improving independently of the efforts by PMOs. In yet other cases, a cycle was observed where an anisation implemented a PMO to improve performance and when performance improved the PMO was no longer seen as useful. Following the dismantlement of the PMO performance declined and a new PMO was created in order to improve project performance once again. More generally, those responsible of PMOs are often under pressure to show value for money. This leads to both efforts to document the value of PMOs and to PMOs being the victims of frequent attacks on their legitimacy. . Political tension Political tensions emerge around issues of power and control. The power to manage projects seems to be the most important tension, the one that gives rise to the most important issues and the one that has the greatest influence on decisions related to anisational structure. Who is going to manage projects? Answering this question determines the location of project managers. Accountability is closely related to the issue of control. Who in the anisation will be accountable for project management results? If the attainment of business objectives relies to a large extent on projects, the key to power and influence in the 山東建筑大學畢業設計外文文獻及譯文 12 anisation relates to having power and influence on projects. If senior managers are to be accountable for business results they want to have the means to attain them。 they want to have control over project management. Many PMOs have in their mandate to control projects either managed internally or managed by other entities. The situation is more conflictual when a project is in difficulty。 nobody appreciates diffusion of bad news on his or her project. Judgement on the project’s health depends upon the perception and the position of the individual. People from the PMO or from the business unit do not have the same point of view as they are not pursuing the same objectives and do not have the same incentives. Each may have his or her own criteria for reporting the project status as green, yellow or red. Discussion on the colour of the project status is a widespread phenomenon and involves much debate and negotiation among people at all levels of the anisation. These discussions e back periodically, often monthly. They provide an opportunity to observe the tensions that emerge around the management of the project and its status. Another source of tension related to control of projects is the issue of transparency. Discussions on the colour of the project status may be avoided by giving inaccurate or inplete information. PMOs sometimes play a detective role to make sure that no information is hidden by other managers. In this situation, a climate of trust is difficult to establish and tensions can bee very apparent. . Client relationship tension From the PMO’s perspective there are two types of clients: their own clients for their deliverables and the clients of projects that are realised in the anisation. The tensions are related primarily to the second type of client usually represented internally by an anizational entity. This relationship seems sensitive as it provides legitimacy. Some business and IT entities attempt to retain exclusive responsibility for customer relationships and to push the PMO outside of this relationship. Not being in a close relationship with an internal client can have important consequences with respect to having knowledge of the projects. A PMO can easily be discredited when it has the wrong perception of projects. In one case in the research, a PMO was dismantled because of its inability to help project managers due to a misunderstanding of projects needs. 山東建筑大學畢業設計外文文獻及譯文 13 . Standardisation/flexibility tension or business versus process orientation The standardisation of project management methodology and process are often in opposition to the flexibility needed in the execution of a project in real life. On one side, PMOs often have the responsibility for developing and standardizing methodologies. The development of these tools is very often participative with contributions from all entities involved in project deliverables. But when it is time to put the methodology into application, confrontations are rather the norm. The