In the academic sector, most engineering research funding presupposes collaborative projects. Collaboration between academia and industry is encouraged. This approach creates successive complexity in most Research and Development (R&D) projects in many ways. Projects funded by the European Commission or jointly funded by national agencies are often encouraged to become large, competing companie...

institutional synergy in urban management, as a collective feature is the byproduct of inter and intra institutional activities of urban organizations. it is consider gregarious action and as managerial phenomenon with feature of trust, participation. cooperation engagement, facilitation, mutual recognition and the network. this article scrutiny the capacity of inters intuitional synergy in urb...

Majority of projects failed due to mismanagement factors such as funds, planning, time, and resources. With the adoption Project Management Office (PMO) in an organization, it able manage practises through a distinctive office dedicated project management with specific roles functions that should be followed by officer for all projects. The positioning PMO organisational structure its job respo...

Die Diskrepanz zwischen unternehmensweiten Vorgehensmodellen und den tatsächlich gelebten Prozessen des Projektmanagements lässt sich durch die konsequente Zuweisung von Verantwortlichkeiten verringern. Als Lösung schlägt dieser Beitrag vor, die Verantwortung des aus dem Business Process Management bekannten Process Owner auf das Project Management Office zu übertragen und dabei konkrete Aufgab...

Many organizations today have recognized the need for a project management office (PMO) to achieve project management oversight, control, and support. The PMO’s role is to help both the project manager and the relevant organization to not only understand and apply modern project management practices, but also to adapt and integrate business interests into the organization’s project management e...