How Project Management Office Leaders Facilitate Cross-Project Learning and Continuous Improvement

Abstract

The purpose of this study is to shed light on how project management office (PMO) leaders facilitate cross-project learning and continuous improvement. Twenty leaders of PMOs were interviewed; findings were validated by two focus groups. The research reveals that PMO leaders facilitate cross-project improvement by embedding accumulated knowledge from pas project experiences into project management routines that are utilized across multiple projects. The research also points to the phenome non of “red light learning,” where lesson learned sessions can be enculturated as punitive, undermining individual and organizational learning. Recommendations focus on enhancing the social capital of the PMO leader and improving the quality and quantity of reflective practice over the course of the project life cycle

Cite this work

No public copy is stored for this record, so only the metadata is cited.

Stored only when both papers are in the corpus — 128 citations exist upstream.

Papers that cite the same references — the relational fallback while embeddings are still backfilling.