Under the conditions of business environment high uncertainty and mobility, project-oriented management seems to be one of the most effective solutions for companies that aim to comply with rapid changes in the external environment, and advent of new technologies and innovations. When the company reaches a certain level of maturity in project management, top managers think about ways to improve results and productivity level of project management. The task is even more urgent when performing more than one project, when it is difficult to with allocation of human resources, when deadlines and budget are not complied with, and reports' content does not allow making ultimate management decisions. In the literature, the issues of project management and the creation of a project office in the organization are deeply worked out.

Under conditions when business processes of the enterprise progress more new under conditions when business processes of the enterprise progress more new developments and innovations appear, projects' number and complexity proportionally increase. Consequently, we need a set of organizational, methodical and information tools that can support project management processes in the company. Thus, it is necessary to implement the corporate project management system. Thanks to this approach to project management, a project-oriented company is formed. Such company can effectively cope with global uncertainty, aggressive external environment and shortening of the life cycle of technologies and products. This approach allows integrating individual project and program results within a single course, forming strategic portfolios of projects and programs. In order to handle multi-project management in this system, qualified specialists, procedures, mechanisms, special methods and tools are needed. An integral component of the project-oriented company is a project management office (project office). Functions of project office were studied by scholars and practitioners: V.V. Ilyin, G. I.'Kendall, S. C. Rollins, M.A. Kozodaev, T.R. Block, E.Verzukh, N.L. Persod, C. Crawford, D. Bridges. The issues of project management and creation of a project office in the company are well-developed in the literature. The control and coordination function of the project office has been drafted in detail. Nevertheless, questions about the way a project office organizes and performs advisory functions in managing the portfolio of innovative projects still were not highlighted. In theoretical literature, the role of project managers as internal consultants and of the project office as a center for advising in the field of project management is poorly expressed, although managers as well as the office were meant to assist, first of all, in selecting project management methods and tools not only for beginners, but also to specialists of an innovative industrial company. Moreover, the role of the project office as of a center for training, adaptation and professional education in the field of innovation project management is not considered.

This paper presents an approach to project management office configuration as to a center for management consulting in an innovative industrial company based on the case study methodology.

The process approach to innovation implementation determines the innovation project as the one that has a single goal and that was planned to realize in a specific time-frame a set of work and activities for the development, production and promotion of new high-tech products to the market, indicating the executors, resources used and their sources [Burkov V N., Novikov DA, 2013]. The main objective of the innovative project is the development and application of innovations, new technologies and other pioneer work that ensure the development of technical, economic, production, social and other systems [Boer F.P., 2007]. The variety of goals and objectives of innovative development, types of scientific and technical production produced, implements a variety of innovative projects. The difference between innovation projects is provided by:

When managing several projects, the profile office is one of the key elements of the corporate system. According to the Guide to the «Project Management Body of Knowledge» (PMBOK), the Project Management Office is an organizational structure designed to standardize project management processes and facilitate the exchange of resources, methodologies, tools and methods [A. Guide, 2013].

It is important to mention that in some theoretical sources the concepts «project office» and «project management office» are divided. For example, in Western countries the term «project office» is used to designate a management team for a separate large-scale project, while the «project management office» is the structure that is responsible for managing all of the company's projects [Bogdanov V., 2012]. The functions can be distributed in another way, for example the project office evaluates the project status, but does not conduct methods examination for performing these tasks while the project management office is a structure that establishes standards and methods for project management and assists executors so that they carry out the tasks performed as efficiently as possible [Kendall DI, Rollins SK, 2004].

As a rule, in theory, there are three types of offices:

Despite the type of project office, the most important role of the project management office is seen in helping to achieve the company's strategic goals [The Impact, 2013; Strategic PMOs, 2013]. The composition and content of project management office's functions depend on the status of this division in the company, level of maturity of the company in the field of project activities, the number and variety of projects, and so on. The scope of responsibility can include providing various types of support in project management, project management. Most frequent functions of project management office are:

In case when a project office is created, the company will have to introduce it into the organizational structure of the enterprise, develop its organizational structure and regulate its activities, define the functions and methods of work, create an information management system for projects, and create a staff motivating system. The solution of these tasks is the configuration of the project office. Lets' examine the content of the concept «project office configuration».

The term «configuration» is traditionally used in engineering and software; in the project management notion «project configuration» is used. The system configuration of means the set of functional and physical characteristics of the hardware or software that are set forth in the technical documentation and achieved in the product, or a set of specific versions of hardware and software elements connected in accordance with specific procedures to achieve a specific goal [Bourque P., Fairley R. E., 2014].

In project management, the project configuration is a set of elements that require formalized change management. Project configuration management is a subset of change management designed to implement approved changes. This is a set of formalized documented procedures that determine how the results and documentation of the project are monitored, changed, and approved [A Guide, 2013].

The configuration of the project office represents a set of documented features of the architecture, functions and roles for the performance of specified functions, characteristics of the project office main components. When an innovative industrial company selects the optimal model of the project office and determines the nature of the project office configuration, it takes into account the following factors:

Fixed configuration review, formally approved by managers and documented will be a result of configuring the project office.

The target of research is an innovative industrial enterprise (HE), a national developer, manufacturer and supplier of stationary, portable and bench instruments and vibration diagnostics systems, computer monitoring and automatic diagnostics of the equipment condition integrated into the enterprise diagnostic network, that together constitute an automated control system for the safe resource- efficient operation of equipment in real time at all stages of the life cycle.

As a research design, the case-study methodology was chosen, because of the following circumstances:

The following methods were used during the case study:

HE uses process approach. According to the internal accepted documents, the business process is a set of interacting processes and activities aimed at achieving the enterprise's goal. Management is carried out for 14 business processes. Most of the projects are carried out within the framework of business processes: «Scientific Research», «Development», «Operational commissioning». The company maintains a register of projects that have been initiated and implemented by employees from 1998. During this period, 234 projects were implemented, including 149 projects successfully completed (initial goals achieved), 35 projects were terminated due to the following reasons: set goals became irrelevant, not enough resources, the project was impossible to implement, no contract for work, 50 projects are now in process.

Based on an assessment of organizational and technological maturity level of the company in the field of project management [Kerzner G., 2003] it is shown that the HE did not complete the transition from the first level «Basic knowledge and common terminology» to the second «General Processes» so that these levels intersect. At the level of «General Processes» HE should go through five stages of the life cycle:

In order for the HE to fully transit to the second stage, a study was conducted using the evaluation tool [Kerzner G., 2003]. The research showed that the HE did not reach an acceptable level of maturity at the stage of «General Processes»: in the life cycle of the second level, the initial and second phases have passed. It is too early to speak about accepting an idea by line managers. Consequently, the growth phase is not complete (Table 1).

The revealed condition is caused by the following reasons:

To objectivate why it is necessary to implement a project office with the functions of a management consultancy center in the field of project management, a survey of employees was conducted. AU respondents noted the need for a project office in the company. The following functions should be assigned to the project office (in importance decreasing order, according to the staff):

Consultancy is required on the methodology of project management, project time management, communication in the project, risks and changes in the project.

As part of the review of the configuration of the project office, it is necessary to provide more details of its functionality. The configuration of the office required an appeal to the best practices of Project Management Institute and Boston consulting Group. Successful project offices performed the following key functions:

In the practice of leading companies, a whole palette of possible office configurations was discovered [The Impact, 2013] (Table 2).

According to the results of the study, it was decided that the following functions should be assigned to the full-scale work for the project office:

Development and maintenance of project documentation within the framework of a separate project and organization-wide documents accompanying project implementation:

In the work of the project office, the consultation function is extremely important. As a center for management consulting, the project office will perform a number of specific functions:

In accordance with the chosen configuration and place in the organizational structure, the project office will relate to the offices of the unit's projects. Further regulation of the activities of the project office will require the development of such documents as the definition of areas of responsibility, authority and information exchange in the project office, the corporate standard for project management, and templates for standard project documents needed for project implementation.