PMO 기능이 프로젝트 성과에 미치는 영향에 관한 연구: 지식기여의 매개효과 중심으로

초록

[Purpose] As the size of the project grows, the number of simultaneous projects increases, and the development environment becomes more complicated, the focus of project management has shifted from managing a single project to integrating multiple projects. If PMO is introduced, project performance is higher but there is a reason for not finding a statistically significant difference. This study suggests the possibility of not understanding the causal structure hidden behind the influence of the PMO function on the project performance and suggests the reason why the project’s performance is different from the third variable and the structural causality. [Methodology] In this study, PMO function, knowledge donating, and project performance were investigated and operational definition of the variables was set up and the questionnaire was designed according to the hypothesis. The questionnaires were surveyed on workers who belonged to PMO organization or similar organizations. A total of 138 samples were collected and checked by median regression analysis using SPSS. [Findings] This study confirms that knowledge donating plays a mediating role in the effect of PMO function on project performance. When this influence relationship is subdivided, system management, technical support, and business linkage among the four PMO functions (system management, resource integration, technical support, and business linkage) were confirmed. [Implications] The impact of PMO function on project performance was understood through the contribution of knowledge through the causal structure behind the relationship. This confirms that the PMO function affects project performance through knowledge contribution. By activating the PMO function, we found that the contribution of knowledge among the project organizations increases and the project performance improves.

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