PROGRAM MANAGEMENT OF CONSTRUCTION PROJECTS: AN ACTION RESEARCH

Effective governance of a program of construction projects is essential to reach its intended objectives and benefits. The literature has reported several key challenges, including adopting Project Management Information Systems (PMIS), utilising risk management, and implementing robust stakeholder engagement. These program duties can be integrated into the centralised responsibility and authority of a Program Management Office (PMO). Via action research, this paper analyses the role of the PMO and the critical success factors of establishing program management in a public technical university in Italy that has undertaken a program of nine overlapping educational and research building projects, totalling 300 million euros in investment. The findings reveal that the creation of a PMO was central to both improving program governance processes and enhancing project delivery and performance management. The PMO played a critical role in standardising planning and monitoring practices, integrating data flows, and fostering communication between top management and project managers. The implementation of the PMO facilitated real-time information exchange and improved decision-making.