A review of the previous literature in relation to project management found that enterprises have promoted the use of Project-based Organizations (PBOs) models based on the extension of previous project management tools and grounded in linear relationships. In recent years, a number of management researchers have claimed that these linear relationship type for PBOs models are not adequate to manage the complex situations that are the essence of modern organizations. In order to examine their performance and identify which areas have to be improved, the present study will focus on a study of business excellence for PBOs and develop an instrument to evaluate the degree of excellence for this type of organizations. To achieve this research objective, the PBOs critical success factors are first reviewed and summarized. Then, a comparison between those critical success factors and the criteria in EFQM Business Excellence Model is then made for the development of the model and the instrument proposed in this study. Besides, a case study is conducted to demonstrate the use of the proposed instrument. The result showed it is useful in evaluating the degree of excellence for PBOs and identifying the areas for improvement

A review of the previous literature in relation to project management found that enterprises have promoted the use of Project-based Organizations (PBOs) models based on the extension of previous project management tools and grounded in linear relationships. In recent years, a number of management researchers have claimed that these linear relationship type for PBOs models are not adequate to manage the complex situations that are the essence of modern organizations. In order to examine their performance and identify which areas have to be improved, the present study will focus on a study of business excellence for PBOs and develop an instrument to evaluate the degree of excellence for this type of organizations. To achieve this research objective, the PBOs critical success factors are first reviewed and summarized. Then, a comparison between those critical success factors and the criteria in EFQM Business Excellence Model is then made for the development of the model and the instrument proposed in this study. Besides, a case study is conducted to demonstrate the use of the proposed instrument. The result showed it is useful in evaluating the degree of excellence for PBOs and identifying the areas for improvement.

ABSTRACT III
TABLE OF CONTENTS IV
LIST OF FIGURES VII
LIST OF TABLES VIII
CHAPTER 1 INTRODUCTION 1
1.1 RESEARCH BACKGROUND 1
1.2 RESEARCH MOTIVATION 2
1.3 RESEARCH OBJECTIVES 4
CHAPTER 2 PBOS AND THEIR CRITICAL SUCCESS FACTORS 5
2.1 TYPES OF ORGANIZATIONS 5
2.1.1 FUNCTIONAL ORGANIZATION 5
2.1.2 MATRIX ORGANIZATION 5
2.1.3 PROJECT-BASED ORGANIZATION (PBO) 6
2.2 CRITICAL SUCCESS FACTORS ON PBOS 7
2.2.1 MEETING SPECIFIC CUSTOMERS’ REQUIREMENTS 8
2.2.2 RESOURCE EFFICIENCY 8
2.2.3 INNOVATION 8
2.2.4 KNOWLEDGE MANAGEMENT TRANSFER 9
2.2.5 PROJECT MANAGERS’ ROLE 9
2.2.6 HUMAN RESOURCE MANAGEMENT 10
2.2.7 PROCESSES 10
2.2.8 ALIGNING PROJECTS WITH STRATEGY 11
2.2.9 PROJECT AND UNCERTAINTY 11
2.2.10 ALLIANCES IN PBOS 11
2.3 DEFICIENCIES ON PBOS 12
CHAPTER 3 EFQM EXCELLENCE MODEL 14
3.1THE CRITERION WEIGHTS OF THE EFQM EXCELLENCE MODEL 14
3.2 ENABLER CRITERIA 15
3.2.1 LEADERSHIP 16
3.2.2 POLICY & STRATEGY 16
3.2.3 PEOPLE RESULTS 16
3.2.4 PARTNERSHIPS & RESOURCES 17
3.2.5 PROCESSES, PRODUCTS AND SERVICES 17
3.3 RESULT CRITERIA 17
3.3.1 CUSTOMER RESULTS 17
3.3.2 PEOPLE RESULTS 18
3.3.3 SOCIETY RESULTS 18
3.3.4 KEY RESULTS 18
3.4 EFQM CRITERIA FOR PBOS 19
CHAPTER 4 DEVELOPMENT OF A BUSINESS EXCELLENCE MODEL FOR PBOS 22
4.1 ENABLERS AND PBOS 23
LEADERSHIP 23
PROJECTS AND STRATEGY 24
HUMAN RESOURCE MANAGEMENT 25
ALLIANCES AND RESOURCES 26
PROCESSES AND INNOVATION 27
4.2 RESULT AREAS AND PBOS 27
CUSTOMER RESULTS 28
PEOPLE RESULTS 28
SOCIETY RESULTS 29
KEY PERFORMANCE RESULTS 29
KNOWLEDGE MANAGEMENT TRANSFER 29
CHAPTER 5 DEVELOPMENT OF AN ASSESSMENT INSTRUMENT 31
5.1 STATEMENT DEVELOPMENT 31
5.2 THE USE OF THE INSTRUMENT 33
5.3 A CASE STUDY 33
5.3.1 CASE DESCRIPTIONS 33
5.3.2 DATA ANALYSIS 34
GAP ANALYSIS 34
VALIDITY ANALYSIS 37
5.4 WEIGHT FACTOR ANALYSIS 38
CHAPTER 6 CONCLUSIONS AND SUGGESTIONS 40
6.1 CONCLUSIONS 40
6.2 SUGGESTIONS 41
REFERENCES 42
APPENDIX A 46
APPENDIX B 53

1.Ajmal, M. & Koskinen, K. (2008). Knowledge transfer in project-based organizations: An organizational culture perspective. Project Management Journal, 39(1), 7–15.
2.Angelidis, J.P. & Ibrahim, N.A. (1993). Social demand and corporate strategy: a corporate social responsibility model. Review of Business, 15(1), 7–10.
3.Aucoin, B. M. (2007). Right-brain Project Management: A complementary Approach. VA, USA: Management Concepts.
4.Billows, D. Management and Training Certification © 2006 The Hampton Group, Inc. In The Project-Based Organization. Retrieved from http://www.4pm.com
5.Bredin, K. (2006). Human Resource Management in Project-Based Organizations: Challenges and Changes. Linköpings University, Management and Economics. Linköping: Management and Economics.
6.Bresnen, M., Goussevskaia, A., & Swan, J. (2005). Organizational Routines, Situated Learning and Processes of Change in Project-Based Organizations. Project Management Journal, 36 (3), 27-41.
7.Burns, T., & Stalker, G. M. (1961). The Management of Innovation. London: Tavistock Publications.
8.Conti, T., (1997). Organizational self- assessment. London: Chapman & Hall.
9.Daft, R. L. (2007). Understanding the Theory and Design of Organizations. Mason, Ohio, USA: Thomson South-Western, cop.
10.Dahlgaard-Park, S.M. (2008). Reviewing the European Excellence Model from a management control view. The TQM Journal, 20 (2), 98-119.
11.Darvill, T. (2003). The concise Oxford dictionary of Archaeology. New York, NY: Oxford University Press, Inc.
12.DeFillippi, Robert. J. (2001). Introduction: project-based learning, reflective practices and learning outcomes. Management Learning 32: 5–10.
13.Duncan, W. (1996). A Guide to the Project Management Body of Knowledge (PMBOK® Guide). Pennsylvania, PA: Project Management Institute.
14.DyReyes, J. (2008). Strategic Project Management: Aligning Strategic Business Objectives with Project Management Strategy. University of Oregon, Applied Information Management. Oregon: University of Oregon.
15.EFQM. (2011). In EFQM. Retrieved from http://www.efqm.org
16.Egginton, B. (1996). Multi-national consortium based projects: improving the process. International Journal of Project Management, 14(3), 169-172.
17.Eskildsen, J. K. & Dahlgaard, J. J., (2000b). A Causal Model for Employee Satisfaction. Total Quality Management, Vol. 11, No. 8.
18.Fundamental Concepts of Excellence - People Development and Involvement. (n.d.). Business Excellence People and Involvement. In Alagse Articles. Retrieved from http://www.alagse.com/
19.Gareis, R. (2002). A Process-based Maturity Model for the Assessment of the Competences of Project-oriented Companies. Project Management Austria.
20.Glassdoor. (2011). Companies and Reviews. The Nielsen Company. Retrieved from http://www.glassdoor.com/Reviews/
21.Goh, S. C. (2002). Managing effective knowledge transfer: An integrative framework and some practice implications. Journal of Knowledge Management, 6(1), 23-30.
22.Grabher, G. (2002). Cool projects, boring institutions: Temporary collaboration in social context. Regional Studie,. 36(3), 205–214.
23.Hobday, M. (2000). The project-based organisation: an ideal form for managing complex products and systems?. Science and Technology Policy Research (SPRU), 29, 871–893.
24.Huemann, M., Keegan, A., & Turner, R. J. (2007). Human resource management in the project-oriented company: A review. International Journal of Project Management, 25 (3), 315-323.
25.Keegan, A. E. & Den Hartog, D. N. (2004). Transformational leadership in a project-based environment: a comparative study of the leadership styles of project managers and line managers. International Journal of Project Management, 22(8), 609-617.
26.Ken Yen, Cheah (2004). Tips for Managing Stakeholders of In-house Software Solution Project: Understanding the Impact of TEA Elements. Kuala Lumpur, Malaysia.
27.Kodama, M. (2007). Project-Based Organizations in the Knowledge-based Society. London: Imperial College Press,
28.Crowley, L. G. & Karim, A. (1995). Conceptual model of partnering. J. Mgmt Engng, ASCE 11(5), 33-39.
29.Leach, L. P. (2000). Critical chain project management. Artech House technology Management and Professional Development library ed. Boston, USA: Artech House, cop.
30.Levine, David I. (1995). Reinventing the Workplace: How Business and Employees Can Both Win. Washington DC: Brookings Institution.
31.Lindkvist, L. (2004). Governing Project-based Firms: Promoting Market-like Processes within Hierarchies. Journal of Management and Governance, 8(1), 25.
32.Love, P. E. D. (2005). Management of knowledge in project environments. Amsterdam: Elsevier.
33.Lundin, R. A. & Söderholm, A. (1995). A theory of the temporary organization. Scandinavian Journal of Management, 11(4), 437-455.
34.Mintzberg, H. (1979). Structuring of organizations: a synthesis of the research. Englewood Cliffs: Prentice-Hall.
35.Muller, R & Turner, J.R. (2007). Matching the project manager’s leadership style to project type. International Journal of Project Management. 25, 21-32.
36.Nelson, Donald E. (2006). Value Engineering for Project Management. Advancing the Information Transport Industry. Retrieved from http://www.bicsi.org
37.Orwig, R. A., & Brennan, L. L. (2000). An intergrated view of project and quality management for project-based organizations. International Journal of Quality & Reliability Management, 17 (4/5), 351-363.
38.Porter, L. J. & Tanner, S. J. (2004). Assessing Business Excellence: A guide to business excellence and self-assessment. Oxford: Elsevier Butterworth-Heinemmann.
39.Prusak, L. (1997). Knowledge in organizations. Boston: Butterworth-Heinemann.
40.Rezaee Vessal, S. (2009). Partnership Management in Project Based Companies-The Case of Iranian OGP Industry. School of Management Blekinge Institute of Technology, Karlskrona, Sweden.
41.Rozman, R. (n.d.). Project management and process-based organization. University of Ljubljana, Faculty of Economics, Ljubljana, Slovenia.
42.Sawyer C. and Kabacoff R. (2010). Developing assessment instruments. Maine USA: Management Research Group.
43.Skogmalm, M. (2010). Project based organizations: strengths & weaknesses. University essay from Linnéuniversitetet/Ekonomihögskolan, ELNU, Sweden.
44.Thiry, M. (2008). Creating Project-Based Organizations to Deliver Value. PM World Today, 10(3), 1-6.
45.Thiry, M. & Deguire, M. (2007). Recent developments in project-based organisations. International Journal of Project Management, 25, 649–658.
46.Thomsen, M. (2010). In The Dynamic Business Plan. Retrieved from http://www.dynamicbusinessplan.com/
47.Westerveld, E. (2003). The Project Excellence Model: Linking success criteria and critical success factors. International Journal of Project Management, 21, 411-418.
48.Wong, P. S. P. & Cheung, S. O. (2004). Trust in construction partnering: views from parties of the partnering dance. International Journal of Project Management, 22, 437-446.
49.Xiaoyi Dai, C., & Wells, W. G. (2004). An exploration of project management office features and their relationship to project performance. International Journal of Project Management, 22, 523–532.