Information system must provide data, information and adequate information technology for: the running of the business process, management (subsystems and business functions etc.), expertise basics for management decision-making and, main business system management. In business systems three dimensions determine management, namely: executive body management, adaptation and development, which includes business processes as well. Therefore we can distinguish two basic business system application fields: a) information executive body subsystem, b) information subsystem development. Information subsystem development provides all the necessary data and information required for the adaptation projects carried out by managers and personnel as well as for the business system development. These projects are carried out on the business system and subsystem level. Information system project is an information system aimed at fulfilling information demands of the main system project, of the maintaining system project, as well as of the project system management. These projects are the result of strategies carried out within business systems. They are aimed at transforming strategies into projects, which are then carried out by business systems in a determined period of time. The quick transformation of strategies into projects together with the quick and higher quality performance, give rise to an advantage in business system competition.
Strategic management development was based upon the forming of a business system strategy. Nowadays, strategic management is undisputed as a fundamental part of a successful business system. Without a systematic analysis, monitoring and prognosis of a business surrounding, it is highly risky to initiate any kind of management of business system activities. The purpose of business systems was the creation of strategies and not the realisation of the objectives set by the strategies themselves, and this is something that needed to be changed. First of all, a strategy is to be designed and then preparations for the launching (start) of the project followed by the realisation of project growth and development are to take place. In this way strategic management is linked to project management within a unique and continuously active process. The quick transformation of strategies into projects is reached with instruments such as project strategy forming measures and timely introduction of project management in the process together with the support of various experts. Project management is to be introduced in the process during the phase of strategy forming in order to initiate preparations for project launching as soon as possible, thus achieving quick realisation of strategic objectives.
The emergence of a project culture is closely tied to the emergence and development of an organisational culture. Project culture is a subculture of a business system’s organisational culture. To a great extent growth and development, i.e. the design o f business system strategies through the realisation of project programs and with the assistance of the project management, depend upon project culture. When the project culture fails to attain a substantial level, this leads to difficulties in carrying out projects, as well as business system strategies, and puts a strain on the work of the project management and the project team as a whole. The creation and development of project cultures in business systems and society as whole has been influenced by the development of project management. In the future, project management development will continue to have considerable impact of the development of project culture in business systems and in society as a whole. Changes to the project culture are essential for the survival and growth o f business systems. These changes are all the more likely to succeed if they first take hold at the top level of business systems, and then work their way down towards the subsystems. This makes the relation of management towards strategies and project programs a pivotal factor for project culture and in turn, a key factor to the successful execution of the project program.
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