Title: Cross-functional integration case study from project management office: impacts, controversies and inhibitors

Authors: Felipe Tadeu Ribeiro; Márcio Lopes Pimenta; Éderson Luiz Piato; Daniel Jugend; Adilson da Silva Mello; Per Hilletofth; Olli-Pekka Hilmola

Addresses: Management and Business College, Federal University of Uberlândia, Uberlândia, MG, 38408-100, Brazil ' Management and Business College, Federal University of Uberlândia, Uberlândia, MG, 38408-100, Brazil ' Department of Business Administration, Federal University of São Carlos, Sorocaba SP, Brazil ' Department of Production Engineering, Unesp – Campus de Bauru, Av. Luiz Edmundo Carrijo Coube, 14-01, CEP 17033-360, Bauru, SP, Brazil ' Production Engineering and Management Institute, Federal University of Itajubá, Itajubá – MG, Brazil ' Department of Industrial Engineering and Management, University of Gävle, SE-801 76, Gävle, Sweden ' Estonian Maritime Academy, Tallinn University of Technology, Tallinn, Estonia; Department of Industrial Engineering and Management, University of Gävle, SE-801 76 Gävle, Sweden

Abstract: This research concerns how cross-functional integration can support a project management office (PMO) in achieving its goals in the execution of investment projects. A case study was accomplished in a large state-owned Brazilian enterprise that produces and transmits electric power. The results showed several factors that generate cross-functional integration, such as communication and group spirit support. These factors can generate the following impacts: enhanced control over process development; effectiveness of processes/projects; and standardisation of processes. Research also conceptualised the role of integration inhibitors that end up negatively influencing the joint performance of functional areas, decreasing the support that cross-function integration provides for the operation of a PMO. Moreover, another concept of cross-functional integration that emerged from the case is related to controversies that are integration initiatives generating positive results in parts of the process, but generate dysfunctions in other hierarchical levels or stages of the process.

Keywords: integration; project management office; PMO; integration failures; cross-functional teams.

DOI: 10.1504/IJPOM.2025.145439

International Journal of Project Organisation and Management, 2025 Vol.17 No.1, pp.22 - 46

Received: 17 May 2023
Accepted: 15 May 2024
Published online: 01 Apr 2025 *

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