Is strategy implemented by projects? Disturbing evidence in the State of NSW

Young, Raymond; Grant, Jamie

doi:10.1016/j.ijproman.2014.03.010

Cited by 25 publications

(15 citation statements)

References 21 publications

(28 reference statements)

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“…[14] point out deficiencies in the way projects are currently selected and managed, thereby limiting the capability to realise strategic goals. Young and Grant [15] also found that projects contribute little to strategic goals; other than in some stable environments, projects have made some contribution to strategic goals. Given that project management can shape and reshape a firm's strategies [8], firms are looking for integrated business models [10] and the complexity that arises from the diversity of business models [11], not to mention the deficiencies in project execution [14].…”

Section: Introductionmentioning

confidence: 99%

PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

Siriram

2018

SAJIE

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The objectives of this research are to: a) compare project management assessments (PMAs) from four firms across four industry sectors (75 PMAs are evaluated using known statistical techniques); b) validate the results through an expert panel; c) apply Pearson's correlation analysis to find links in the PMA constructs and see how these links relate to the overall project result; and d) identify areas for further research. Three hypotheses are tested, and reveal differences and similarities in project management practices. The results provide interesting opportunities for researchers and for project management practitioners. Finally, a discussion, the limitations of the study, and suggestions for further research are presented. OPSOMMINGDie doelwitte van hierdie navorsing is eerstens om projekbestuurassesserings van vier firmas in vier industriesektore te vergelyk (vyfen-sewentig projekbestuurassesserings is evalueer met bestaande statistiese ontledingstegnieke). Tweedens is die doel om die resultate deur ŉ kennerpaneel te valideer en derdens om Pearson se korrelasie analise toe te pas om ooreenstemminge in die projekbestuurassesserings op te spoor en om te sien hoe hierdie dit verband hou met die algehele projek uitslag. Laastens word areas van verdere navorsing identifiseer. Drie hipotese is getoets en toon ooreenkomste en verskille in projekbestuurpraktyke. Die resultate lewer interessante geleenthede vir navorsers en projekbestuurders. Ten slotte word ŉ bespreking, die beperkings van die studie en voorstelle vir verdere navorsing voorgehou. INTRODUCTIONThe aim of this research is to make a contribution to knowledge by providing empirical evidence on project management assessments (PMAs). Seventy-five PMAs are used to compare project management practices between four firms and four industry sectors. The research is significant in that it shows that there is a need for an industry-wide project management assessment (PMA) tool that can be used by project management practitioners. The results of the research show similarities and differences between industry sectors. From the four industry sectors it is shown that the electronics and electrical engineering, and information and communication technology (ICT ) industries show significant differences in their means for the overall project result, whereas the services and consulting engineering industries show no significant differences between the means for the overall project result. Comparisons are also drawn between the different PMA constructs.To understand the need for empirical PMA research better, the need for project management needs to be understood better.Given the rapid pace of business evolution, firms are expected to become increasingly competitive.Siriram [1] states that old ways of doing business are becoming obsolete, and that the rules of the game change at a bewildering rate. Some firms (buyers) expect firms (sellers) to become more competitive than other firms (other suppliers) in the production of goods and services. Siriram [2]

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Section: Introductionmentioning

confidence: 99%

PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

Siriram

2018

SAJIE

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“…It is worth mentioning that initiatives are shown in project management in the public sector as a way to optimize services and activities (Young, Grant, 2015). Thus, this resultsoriented application swell would facilitate the incorporation of private sector management concepts and models.…”

Section: Project Management and Sustainabilitymentioning

confidence: 96%

Fostering a Sustainable Society by Introducing Project Management Practices

Silva

Rodrigues

Fernandes

et al. 2018

RISUS

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This conceptual article has as main aim described the project management as a factor to improve the sustainability of society. To do so, it is necessary to understand the project attributes and the changes in perspectives when adopting project management as a practice to promote sustainability. The discussion proposed here uses a heuristic method searching for patterns in the academic literature and in organizations to build arguments that can aid in the dissemination of project management practices. It is worthy to notice that it is not our intention here to deal with these issues in depth, but to encourage a discussion so that issues can be raised and solutions can emerge. Then, in addition to the question of sustainability in project management, we also added a discussion about the incorporation or greater stimulus to the use of project management practices in the public segment. There is a risk of being superficial in the discussion presents here, but the reason to integrated several contents is because it is not possible to describe a more sustainable society without addressing all segments. Key words: Project management; Sustainability; Project; Sustainable society Resumo: Este artigo é mais e tem como objetivo principal descrever a gestão de projetos como um fator para promover a sustentabilidade na sociedade. Para isso, é necessário entender os atributos do projeto e as mudanças nas perspectivas ao adotar o gerenciamento de projetos como uma prática para promover a sustentabilidade. A discussão aqui proposta utiliza um método heurístico que busca padrões na literatura acadêmica e nas organizações para construir argumentos que possam auxiliar na disseminação de práticas de gerenciamento de projetos. Vale a pena notar que não é nossa intenção aqui lidar com essas questões em profundidade, mas sim encorajar uma discussão para que as questões possam ser levantadas e as soluções possam emergir. Em seguida, além da questão da sustentabilidade na gestão de projetos, também foi adicionada uma discussão sobre a incorporação ou maior estímulo ao uso de práticas de gerenciamento de projetos no segmento público. A razão para integrar vários conteúdos é porque não é possível descrever uma sociedade mais sustentável sem abordar todos os segmentos. Palavras-chave: Gestão de projetos; Sustentabilidade; Sociedade Sustentável

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“…Clare Victoria Thornley, Catherine Anne Crowley, (2018) "Developing the capability to terminate IT projects when they can no longer deliver business value: A discussion of key insights from practitioners", International Journal of Managing Projects in Business, Vol. 11 Issue: 2, pp.406-431, https://doi.org/10.1108/IJMPB-06-2017-0060 that projects have delivered strategy (Young and Grant, 2014). The challenges of gaining business value from implementing Building Information Modelling (BIM) information technology is discussed by (Love et al, 2014) and their work develops a framework, which explicitly addresses benefits realization and business value in BIM implementation and use.…”

Section: Business Valuementioning

confidence: 99%

Developing the capability to terminate IT projects when they can no longer deliver business value

Thornley

Crowley

2018

IJMPB

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Purpose The purpose of this paper is to address the problem of ensuring that the capabilities are in place to identify when a project can no longer deliver value and to take appropriate action to terminate the project. Design/methodology/approach Focus groups with project management practitioners were used to collect in-depth qualitative data. This was then supplemented with a questionnaire, which included both closed questions and the opportunity for free text answers. Findings The problem of getting better at stopping projects is both common and difficult to solve. It has many facets, which include complex people and cultural issues, processes and procedures as well as financial reporting and project governance. In order to improve, therefore, it is useful to address these different facets in a coordinated way using a capability approach with a focus on business value. Research limitations/implications The data from practitioners are retrospective, as their actions were not actually observed by the researchers as they were happening. This means that faulty recollection may influence the results but, it also allows for insights from reflection to be incorporated. Practical implications An organizational capability approach focusing on all three aspects of capability; people, processes and technology, can help organizations get better at stopping projects. Specific recommendations are provided and analyzed in terms of their respective capability focus. Social implications If performance in terminating projects is improved, it has the potential for significant benefits and cost saving for society in terms of improved government services and the ability to halt projects around new policy initiatives when emerging evidence shows they will not work. Originality/value It provides detailed practitioner input on the problem of stopping projects and suggests recommendations for improvement in the context of a structured organizational capability approach with reference to a particular framework, IT-CMF.

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Is strategy implemented by projects? Disturbing evidence in the State of NSW

Cited by 25 publications

References 21 publications

PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

PROJECT MANAGEMENT ASSESSMENTS (PMAs): AN EMPIRICAL STUDY

Fostering a Sustainable Society by Introducing Project Management Practices

Developing the capability to terminate IT projects when they can no longer deliver business value

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