【正文】 in 2021. In ten of the eleven transformations under study, changes in the PMO coincide with changes in senior management. In all eleven transformations, changes in the structure coincide with changes in the ‘‘philosophy of management,” expression used by interviewees. The philosophy of management can be relative that of one individual, of the top management team or of the whole anisation. A new philosophy of management usually initiates a new restructuring process, the current structure not being coherent with the new philosophy of management. For example, in one of the transformations the philosophy changed from one supporting entrepreneurship to one supporting tight controls and improved performance particularly on schedule. A new PMO manager with a vision of the PMO as exercising strong centralized control was put in place and project management was centralized from several 山東建筑大學(xué)畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文 10 decentralized PMOs into one PMO. This situation imposes strict control in the management of projects where project managers were playing the role of controller. A high value is placed on transparency. Any deviation from plans should be reported and corrective action immediately identified and applied. The personal incentives of the PMO manager are linked to this: no project is allowed to pass directly from green to red! Tensions (between individuals, between substructures, etc.) emerge generally fro m disforts that get constructed over time within a specific structure. The word tension is used here in its abstract sense to describe a difficult situation that threatens to break apart (Robert Dictionary).Tensions often build up slowly until a breaking point is reached at which time a change in the structure will take place modifying or eliminating the source of tension. From the previous example, one of the consequences of the implementation of the new centralized PMO was the creation of tension related to transparency and the information provided by the product line manager: ‘‘It actually goes against the goals of most people in positions of authority in the various product units because they are held accountable for every decision, all the time, all the projects. If you’re fortable with that you have no ability to bend the truth or mask any information or try to fix something quietly for a week or two. Now everything is always posted on the website, it’s updated every week. The track of projects is always there.”(verbatim from an interview) . Resulting structure The resulting PMOs have been described using variables measuring their structures, the importance of functions performed and their resulting contributions to anisational performance. The object of this paper is not to focus on PMO structures, but to examine the transition process that transforms them. It is noteworthy that detailed examination of the PMOs in the study did not reveal any pattern among the PMOs in the sample. This would be expected given the great variety observed in the general population. . Consequences There are many consequences that can be identified from anizational structure. The focus here is on the tensions that are created following a restructuring of a PMO. Tensions are present at the two ends of the structuring process: they serve as a set of conditions and once a new structure is put in place, new tensions emerge as consequences of the new structure. As 山東建筑大學(xué)畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文 11 such, tensions present an opportunity to understand the dynamics of coevolution in the social innovation system. 6. A typology of anisational tensions An analysis of the eleven transformations revealed that the anizational tensions contribute the most to making sense of the transformations. Five categories of tensions have been identified: economic, political, customer relationship, standardization versus flexibility and controlling the project machine. . Economic tension The source of economic tension is double: project performance and PMO cost. Project performance is often questioned inside anisations. Tensions emerge when projects do not meet their objectives. This is true with or without the presence of a PMO, but when a PMO exists it is often recognised as having a role to play in project performance. The performance of projects is often used as a key performance indicator for PMOs [5].Several scenarios have been observed. In some cases, project performance remains poor bringing the PMO’s legitimacy into question. In other cases, project performance is seen as improving independently of the efforts by PMOs. In yet other cases, a cycle was observed where an anisation implemented a PMO to improve performance and when performance improved the PMO was no longer seen as useful. Following the dismantlement of the PMO performance declined and a new PMO was created in order to improve project performance once again. More generally, those responsible of PMOs are often under pressure to show value for money. This leads to both efforts to document the value of PMOs and to PMOs being the victims of frequent attacks on their legitimacy. . Political tension Political tensions emerge around issues of power and control. The power to manage projects seems to be the most important tension, the one that gives rise to the most important issues and the one that has the greatest influence on decisions related to anisational structure. Who is going to manage projects? Answering this question determines the location of project managers. Accountability is closely related to the issue of control. Who in the anisation will be accountable for project management results? If the attainment of business objectives relies to a large extent on projects, the key to power and influence in the 山東建筑大學(xué)畢業(yè)設(shè)計(jì)外文文獻(xiàn)及譯文 12 anisation relates to having power and influence on projects. If senior m