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The effect of performance tracking a...

Markowski, Ronald S.

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The effect of performance tracking and financial obligation on performance indicators by the project management office.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The effect of performance tracking and financial obligation on performance indicators by the project management office./
Author:	Markowski, Ronald S.
Description:	122 p.
Notes:	Source: Dissertation Abstracts International, Volume: 74-12(E), Section: A.
Contained By:	Dissertation Abstracts International74-12A(E).
Subject:	Business Administration, Management. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3590339
ISBN:	9781303298721

The effect of performance tracking and financial obligation on performance indicators by the project management office.
Markowski, Ronald S.

The effect of performance tracking and financial obligation on performance indicators by the project management office. - 122 p.

Source: Dissertation Abstracts International, Volume: 74-12(E), Section: A.

Thesis (Ph.D.)--Capella University, 2013.

Organizations are making sizeable investments into project management, but research has shown that one is better off betting on a roulette wheel then on projects. Poor results like these have led enterprises to implement a project management office (PMO), which have garnished worldwide attention as a hopeful means of helping businesses improve project performance. Unfortunately, PMOs often struggle during implementation to obtain the necessary traction they require to prove they can make a valuable contribution to successful project outcomes. This study gathered data in order to determine if performance tracking, performed by a PMO, would lead to improvements in project and program performance index (PI) results. In addition, the level of financial obligation associated with various projects and programs examined what impact different levels of obligation would have on project and program PI results. Finally, the data determined if there was an explanatory and predictive relationship between fully tracked and partially tracked projects and programs, along with the level of financial obligation, on these projects and program's PI.

ISBN: 9781303298721Subjects--Topical Terms:

626628
Business Administration, Management.

The effect of performance tracking and financial obligation on performance indicators by the project management office.
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020 $a 9781303298721
035 $a (MiAaPQ)AAI3590339
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100 1 $a Markowski, Ronald S. $3 2098026
245 1 4 $a The effect of performance tracking and financial obligation on performance indicators by the project management office.
300 $a 122 p.
500 $a Source: Dissertation Abstracts International, Volume: 74-12(E), Section: A.
500 $a Adviser: Charlotte Neuhauser.
502 $a Thesis (Ph.D.)--Capella University, 2013.
520 $a Organizations are making sizeable investments into project management, but research has shown that one is better off betting on a roulette wheel then on projects. Poor results like these have led enterprises to implement a project management office (PMO), which have garnished worldwide attention as a hopeful means of helping businesses improve project performance. Unfortunately, PMOs often struggle during implementation to obtain the necessary traction they require to prove they can make a valuable contribution to successful project outcomes. This study gathered data in order to determine if performance tracking, performed by a PMO, would lead to improvements in project and program performance index (PI) results. In addition, the level of financial obligation associated with various projects and programs examined what impact different levels of obligation would have on project and program PI results. Finally, the data determined if there was an explanatory and predictive relationship between fully tracked and partially tracked projects and programs, along with the level of financial obligation, on these projects and program's PI.
590 $a School code: 1351.
650 4 $a Business Administration, Management. $3 626628
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0454
690 $a 0703
710 2 $a Capella University. $b School of Business and Technology. $3 1673949
773 0 $t Dissertation Abstracts International $g 74-12A(E).
790 $a 1351
791 $a Ph.D.
792 $a 2013
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3590339