- •Правительство Российской Федерации
- •Research subject
- •Research object
- •Research goals
- •Limitations of the study
- •Paper plan
- •Chapter 1: Changes and change management practicies
- •Organizational changes: terminology and typology
- •Change management practices and models
- •Figure 1: Definition of change types (Gareis, 2010)
- •Resistance to change and managing resistance
- •Chapter 2: pmo, roles and functions
- •2.1. Terminology and typology
- •Figure 2: pmo types (Desouza&Evaristo, 2006)
- •2.2. Pmo functions and tasks
- •Chapter 3: Integration of pmo and change mangement research
- •3.1. Comparative analysis
- •3.2. Field research
- •Figure 3: Respondents' distribution by countries
- •Figure 4 : Respondents' distribution by positions
- •3.3. Research findings and results
- •Companies' overview
- •Figure 5: Companies distribution by organizational types
- •Changes’ overview
- •Figure 6: Direct participation in changes
- •Figure 7: Distribution of changes’ targets
- •Figure 8: Change distribution by frequency
- •Figure 9: Change distribution by scale
- •Figure 10: Distribution by change types
- •Pmo functions used in change management process
- •Figure 11: Distribution of ways of change implementation
- •Existing change management functions of pmOs
- •Figure 15: Existance of pmOs in organizations
- •Figure 16: Participation of pmOs in change management process
- •Bibliography:
- •Appendices
- •Appendix 1: Survey questionnaire
- •Managing changes in organizations
- •17) Which of these functions have missed but had to be applied? *
- •18) In case of implementing several initiatives simultaneously the following functions have been used: *
Figure 3: Respondents' distribution by countries
Talking about the respondents’ positions in the companies, it’s possible to mention that almost all the categories, except program and portfolio managers, have been represented. The distribution of the respondents by positions is shown in the figure 4.
Figure 4 : Respondents' distribution by positions
The questionnaire has been distributed by Internet; it has been posted into several social networks (including the professional project management groups) and sent by private mails to some other respondents. For data collection the Google Drive tools have been used, as mentioned above. Finally, the infornation gathered has been analysed using the statistical methods and analytical tools. The resullts are represented in graphs and tables.
3.3. Research findings and results
The following part is dedicated to the description of the results received and consists of four parts. In the first part, the general information about the companies analyzed is represented, including the industry in which the company is working and its organizational structure. In the second part information about the changes is summarized and described. The third part provides information about the functions and tools that have been applied while implementing the changes, as well as the respondents' opinions about which of them have not been applied but had to be. And, finally, the fourth part is dedicated to the PMO issue and the results about its participation in change management process (if existing).
Companies' overview
The table below represents the companies'(respondents') distribution by industries.
Table 6: Respondents' distribution by industries
Advertising |
2,5% |
Aviation |
1,3% |
Automotive |
3,8% |
Consulting and audit |
11,4% |
Construction |
3,8% |
Energy ; oil and gas; nuclear energy |
10,1% |
Event |
1,3% |
Fashion ; clothing |
1,3% |
Finance; banking; insurance |
10,1% |
FMCG |
8,9% |
Government |
1,3% |
HR |
1,3% |
IT |
7,6% |
Manufacturing |
8,9% |
Media |
5,1% |
Pharmasuitical |
3,8% |
Services |
3,8% |
Real estate |
1,3% |
Retail |
6,3% |
Technologies |
2,5% |
Transport |
1,3% |
Other |
2,5% |
It is possible to notice that the most represented industries are Consulting and audit, Energy and Financial sectors. The following chart reveals the types of the companies which representatives have taken part in the survey.
Figure 5: Companies distribution by organizational types
As it follows from the chart, the majority of the respondents consider their companies as functional. However, at the same time, almost a half of respondents has identified that the companies they are working in have at least some projects in structure being either project-based or mixed. Nine percent of respondents could not identify the type of organizational structure. From our point of view, the distribution received meet the goals of the survey as it allows to analyze changes and change management functions in all the types of organizations and provide a relevant estimate of the possible change management functions.