cover
Article Per Year (5 Year)
All
Home Page
OAI Link
Editorial Team
Contact
Reviewer
Google Scholar
Contact Name
Wahyu Istiqo Marga
Contact Email
admin@journalpmresearch.com
Phone
+6281247558880
Journal Mail Official
admin@journalpmresearch.com
Editorial Address
18 Office Park 10th Floor Jalan TB Simatupang Kav. 18, Jakarta Selatan, 12520
Location
Kota adm. jakarta selatan,
Dki jakarta
INDONESIA
Journal of Project Management Research
Published by Avenew Indonesia
ISSN : -     EISSN : 31101119     DOI : https://doi.org/10.65303/journalpmresearch
Core Subject : Science, Engineering,
Civil Engineering, Building, Construction & Architecture Control & Systems Engineering Decision Sciences, Operations Research & Management Industrial & Manufacturing Engineering
JPMR’s Aim: Our primary aim is to provide a platform for the exchange of innovative ideas, methodologies, and findings that enhance the practice and understanding of project management across diverse industries. We strive to publish cutting-edge research that addresses current challenges, explores emerging trends, and offers practical solutions that have a meaningful impact on the field of Project Management. JPMR’s Scope: JPMR welcomes a wide range of contributions that address various aspects of project management. The journal’s scope encompasses, but is not limited to, the following areas: ⁠Project Management Methodologies and Frameworks ⁠Project Planning and Scheduling ⁠Project Risk Management ⁠Project Leadership and Team Dynamics ⁠Project Performance Measurement and Evaluation ⁠Innovation and Change Management in Projects ⁠Industry-Specific Project Management ⁠Sustainability and Ethics in Project Management ⁠Global and Cross-Cultural Project Management ⁠Technology and Tools for Project Management ⁠Project Portfolio Management Project Management Office ⁠Education and Training in Project Management
Arjuna Subject : Bisnis, Menejemen, dan Akutansi (semua kategori) - Strategi dan Menejemen
Articles 18 Documents
 1   2 
Enhancing Project Success: A Framework for PMO Maturity Assessment Alin Veronika
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.73

Abstract

Project Management Offices (PMOs) are critical for aligning projects with strategic goals. This white paper examines the importance of PMO maturity assessment, defining its benefits and exploring various assessment methodologies. We analyze prominent models, highlighting their strengths and weaknesses to guide organizations in selecting the most suitable approach for their context. We also present a case study illustrating the application of the PMO Maturity Cube within an Indonesian state-owned enterprise.
Enhancing Project Delivery: Implementing an Integrated Project Master Schedule for the LRT Jabodebek PMO Ika Avianto
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.74

Abstract

The LRT Jabodebek project, a complex undertaking involving multiple stakeholders and significant national importance, necessitated a robust project management approach. This white paper details how Avenew Indonesia, acting as consultants to the KAI LRT Division PMO, implemented an Integrated Project Master Schedule (IPMS) to overcome challenges related to schedule integration, variance analysis, and PMO capability enhancement. The result was improved project tracking, effective schedule control, and enhanced overall project delivery.
Strategic Insights and Implementation Challenges of the Jabodebek LRT Project: A Case Study for Future Phases Imam Handoyo
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.75

Abstract

The Jabodebek Light Rail Transit (LRT) system is a cornerstone in the modernization of Indonesia's urban transportation network, representing a significant leap forward in addressing urban congestion. The core aim of this white paper is to dissect the complexities and challenges faced during the Jabodebek LRT project, with the goal of formulating strategic solutions applicable to upcoming phases. This paper delves into both technical and managerial aspects, providing a roadmap for avoiding past pitfalls and leveraging best practices for infrastructure development. By doing so, it endeavors to contribute to a more efficient and effective transportation system in Indonesia that aligns with global standards.
Making Innovation Visible in Agile: A Practical Guide to Capturing and Scaling What Works Shamsulkhomar Abu Bakar
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.76

Abstract

Innovation often happens on the frontlines of Agile delivery — in stand-ups, retrospectives, and sprint adaptations. Yet in many transformation-heavy organisations, especially within the telecommunications sector, these innovations remain invisible. Teams adapt, but their breakthroughs are undocumented, unvalidated, and unscalable. This white paper introduces the VINE Framework (Value-based Innovation Evaluation) — a lightweight, embedded approach that enables Agile teams to identify, validate, and scale innovation from the ground up. Developed within a large national telco ("The Organization"), VINE was piloted across multiple Agile squads and delivered significant impact: 60–70% innovation replicability, integration of innovation prompts in over 40% of retros, and measurable reductions in rework. Grounded in current research on value capture, innovation governance, and Agile scaling challenges, VINE provides a replicable framework that complements existing Agile cadences without adding administrative burden. For organisations striving to close the gap between transformation ambition and on-the-ground learning, VINE offers a path forward: practical, scalable, and aligned with the rhythm of delivery.
PMO LOTUS Framework™: From Administrative PMO to Risk-Driven Strategic Enabler Alin Veronika
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.77

Abstract

Across industries, Project Management Offices (PMOs) are widely established, yet their impact remains inconsistent. Many organisations invest heavily in PMOs, equipping them with mature methodologies, advanced reporting tools, and certified professionals. Despite this, PMOs often struggle to influence strategic decisions. Some deliver operational discipline but remain disconnected from executive priorities, while others are repeatedly restructured or quietly dissolved, perceived as bureaucratic overhead rather than strategic assets.This is not due to a lack of competence. Most PMOs fail to create sustained value because they are designed as administrative structures rather than adaptive systems. They focus on controlling project execution while remaining detached from the forces that shape organisational performance—risk exposure, strategic tension, and continuous transformation.The PMO LOTUS Framework™ (Leading Organizations Through Unified Systems) was developed to address this gap.PMO LOTUS™ reframes the PMO as a risk-driven strategic enabler that integrates organisational capabilities, risk dynamics, transformation mechanisms, and performance outcomes into a unified system. In this view, the PMO’s role is not to police projects, but to help organisations navigate complexity, protect strategic intent, and evolve value over time.This white paper argues for a fundamental shift in how PMOs are evaluated. PMO value should not be measured solely through financial ROI, but through its ability to strengthen strategic alignment, enhance executive decision-making, reduce systemic risk, and enable reliable performance under uncertainty.In a world where risk and change are constant, PMO LOTUS™ provides a system-level answer to what a PMO must become.  
AVERYL Theory™: Why PMO Transformation Fails—and How Risk Becomes the Catalyst for Strategic Renewal Alin Veronika; Ir. Yusuf Latief; Leni Sagita Riantini
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.78

Abstract

Project Management Offices (PMOs) have become a standard feature of contemporary organisations. Across industries—from infrastructure and construction to IT and the public sector—PMOs are expected to improve delivery discipline, strengthen governance, and translate strategy into execution. Yet despite their widespread adoption, PMO performance remains highly uneven. Many PMOs operate efficiently at an operational level but struggle to demonstrate sustained strategic value, while others undergo repeated restructuring without meaningful transformation.This white paper introduces AVERYL Theory™, a new conceptual lens for understanding why PMO transformation efforts often fail—and how they can succeed. Rather than viewing PMO development as a linear progression of maturity stages, AVERYL Theory reframes PMO transformation as a risk-activated organisational process shaped by internal capabilities, governance tensions, and strategic pressures.At the core of AVERYL Theory lies a counterintuitive insight: risk does not primarily weaken PMO performance; it activates transformation. When risk exposure exceeds organisational tolerance, it exposes structural misalignment and forces change. Transformation is therefore driven not by best practices or benchmarking alone, but by how organisations interpret and respond to risk signals embedded within their PMO systems.Written for executives, PMO leaders, and transformation sponsors, this white paper moves beyond tools, templates, and maturity models. It explains why traditional PMO transformation approaches fall short, how risk functions as a catalyst rather than a threat, and how PMO transformation can be reimagined as a mechanism for strategic renewal.AVERYL Theory™ offers not a single PMO design, but a system-level way of thinking that connects capability, risk, transformation, and performance.
PMO Growth Path: From Project Execution to Organizational Impact Alin Veronika
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.79

Abstract

Over the past two decades, the Project Management Office (PMO) has become a common organizational structure across industries. Organizations increasingly rely on projects as a primary mechanism to implement strategy, drive innovation, and manage complex change initiatives. This growing reliance on projects—often referred to as projectification—has led organizations to establish institutional structures capable of coordinating project activities and ensuring governance across portfolios (Wagner et al., 2026). Within this context, PMOs have emerged as organizational entities responsible for centralizing, coordinating, and supporting project management practices across an organization. They provide governance mechanisms, methodological standards, and operational support to ensure that projects are executed effectively and consistently. However, despite their widespread adoption, many PMOs struggle to demonstrate their strategic contribution to the organization. In practice, PMOs are often perceived primarily as administrative or reporting functions focused on compliance, documentation, and project monitoring. While these roles are important for maintaining operational discipline, they rarely translate into visible organizational impact.  
PMO Dual-Track Mechanism: From Delivery Execution to Strategic Value Creation Alin Veronika; Yusuf Latief; Leni Sagita Riantini
Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers
Publisher : Avenew Indonesia

Show Abstract | Download Original | Original Source | Check in Google Scholar | DOI: 10.65303/journalpmresearch.v1i1.80

Abstract

Project Management Offices (PMOs) have become a central organisational function for managing projects, programmes, and portfolios. Despite widespread adoption, many PMOs continue to struggle in demonstrating sustained value and strategic relevance. This white paper introduces the PMO Dual-Track Mechanism, a novel, empirically grounded model that explains how PMO performance is generated through two distinct yet interconnected pathways: Execution Track — focused on operational delivery excellence Value Track — focused on strategic alignment and value creation These two tracks are not independent. They are integrated through a critical mediating mechanism: PMO Transformation, which enables the transition from operational efficiency to strategic contribution. The model demonstrates that: Operational capabilities drive direct performance outcomes Strategic capabilities drive indirect performance outcomes through transformation PMO effectiveness emerges from the balance and interaction of both tracks This mechanism provides a new lens for understanding PMO performance, repositioning PMOs from administrative entities to adaptive governance systems and strategic value enablers.

Page 2 of 2 | Total Record : 18

 1   2 

Filter by Year

2025 2025


Reset
Filter By Issues
All Issue Vol. 1 No. 2 (2025): Journal of Project Management Research Vol. 1 No. 1 (2025): Journal of Project Management Research Vol. 1 No. 1 (2025): White Papers