Organizational Support is very essential for a project oriented company not only in terms of

standard templates and support, but in terms of human resource management too(Huemann,
2010). Business Improvement Architects Research on Project Management in 2005 shows that
Organizational Culture/Support is an important factor for an efficient PMO to run (Stanleigh,
2010). An organizational culture that incorporates Project Management into corporate strategy
will make project teams more efficient and effective. Project oriented companies are struggling
to align Human Resource Management needs of projects in-spite of PMO (Huemann, 2010). This
is due to absence of mutual alignment between project HRM and line HRM. In order to add
value to PMO, HRM needs to be aligned to organizational strategy. For this the organization
needs to adopt the following strategy:
1. HR should partner with senior and line managers in strategy execution.
2. HR should handle the way work is organized and executed, so that quality of work is
maintained. For this, HR needs to change its role from an administrative function to a
pro-active business partner managing human personnel on individual projects. This could
3.

be done by having specialized HR person on each projects.

This specialized HR person should become a champion for their individual project team
members, representing their concerns to senior management and at the same time

working to manage employees workload to deliver better results.

4. HR should become an agent of continuous transformation, shaping processes and culture
that together improve an organizations capacity for change.
5. Organizations need to have a centralized resource management system. They can provide
project based incentive packages by building a model based on performance based
incentives, allocate resources by linking projects assignments to employees career path.
6. Performance appraisal of employees should be jointly done by line managers and Project
Managers. Employees performance appraisal should be based on both operational work
and project related work.
7. Lastly, it is also important that operations needs to find a way to provide dedicated
resources to project task (Kendall & Austin, 2013). Organizations needs to periodically
review operations flow and improve productivity. This way they can free up resources for
projects.

Another interview on an oil and gas industry revealed that in spite of Organization having a
PMO to manage projects and having implemented standard tools, templates and methodologies,
it didnt have a great impact on performance of employees. Lack of an efficient resource
management system to allocate resources to projects was the factor contributing to this problem.
This resulted in stress on people and affected project performance. Another main finding was the
performance management system of employees not taking into account the authority structure.
For example people working on projects reported to both operational manager and project
manager. Since Project Manager had no involvement in performance appraisal of employee this
resulted in employees handling project work during spare time. So getting project team members
to complete work on time was always a challenge to Project Mangers.
HRM needs to change its role from an administrative role to a pro-active business partner
in Project Oriented Company. Business Improvement Architects Research on Project
Management shows that Organizational Culture/Support is an important factor for an efficient
PMO to run. An organizational culture that incorporates Project Management into
corporate strategy will make project teams more efficient and effective, leading to high
morale and dedicated staff ( Stanleigh, 2010). Mutual alignments between project HRM and
line HRM to support the project-oriented company are often missing. HR offers incentive
packages for project teams to support proper project team development. HRM offers
service to line managers to help find adequate project managers provide feedback to team
members, formally linked to the appraisal system in the line. TheHRM department is no
longer functionally organized, but there are HRM generalists who are themselves
responsible for different internal business partner groups. Many of the HR generalist
themselves have project management competences and thus they are used in working as
team members in projects or managing personnel or change related projects and programs.