When large family firms develop innovative projects, the implementation of a project management office (PMO) is expected to support a project portfolio that deals with improvements in systems, products or internal processes. In this context, this paper aims to analyze the influence of family business characteristics on the management of a PMO in a large Brazilian pharmaceutical retail company.
A single and integrated case study was carried out in the 5th largest Brazilian pharmaceutical retailer which is a family-owned company in its transition from the third to the fourth generation. The research methodology was a case study of a qualitative and exploratory nature, using various data collection methods, such as interviews, content analysis, observation and documentation.
The results showed that the family business culture is a hindrance to PMO management, while management professionalization is a facilitator. The findings pointed to a PMO with a matrix structure with a more tactical positioning and gradually expanding scope, but with knowledge gaps to employ agile approaches in projects.
Considering that few studies connect family business and project management, the case of this family company in cultural and generational transition unveiled the importance of qualifying project teams and not just managers, thus promoting a more mature project culture beyond the bureaucratic use of methods and tools. The study proposes a more strategic organizational arrangement for the PMO in the family business context.
