Developing Strategy-Aligned Project Management Capabilities

Firms must adapt to a business environment in constant flux. Economic and political factors and the constant interruption of new technologies force firms and organizations to change and to adapt, so that they are not left behind. Over recent years, the development of disruptive innovations has completely revolutionized past scenarios. These innovations break with what is already established and firms from various sectors face no choice other than to incorporate them into their project management portfolios, so as to ensure survival and business sustainability. Using MIVES methodology as its foundation, a business sustainability management model is presented in this paper for the management of disruptive innovation projects that a firm may wish to develop within a given sector. The management model is designed to facilitate disruptive innovation project management for firms within technological-industrial sectors, by assessing the sustainability of the project. The model is applied to two firms, one from the machine-tooling sector and another from the construction sector. Finally, a sensitivity analysis was performed, the results of which verified the validity and the stability of the proposed model.

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Project management: openings for disruption from AI and advanced analytics

Information Technology and People ◽

10.1108/itp-09-2020-0639 ◽

2021 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Fred Niederman

Keyword(s):

Project Management ◽

Project Managers ◽

Net Benefit ◽

Software Support ◽

Content Type ◽

Skill Sets ◽

Management Domain ◽

Current Trends ◽

Hands On ◽

Management Capabilities

PurposeThe purpose of this essay is to illustrate how project management “pull” and AI or analytics technology “push” are likely to result in incremental and disruptive evolution of project management capabilities and practices.Design/methodology/approachThis paper is written as a critical essay reflecting the experience and reflections of the author with many ideas drawn from and extending selected items from project management, artificial intelligence (AI) and analytics literatures.FindingsNeither AI nor sophisticated analytics is likely to elicit hands on attention from project managers, other than those producing AI or analytics-based artifacts or using these tools to create their products and services. However, through the conduit of packaged software support for project management, new tools and approaches can be expected to more effectively support current activities, to streamline or eliminate activities that can be automated, to extend current capabilities with the availability of increased data, computing capacity and mathematically based algorithms and to suggest ways to reconceive how projects are done and whether they are needed.Research limitations/implicationsThis essay includes projections of possible, some likely and some unlikely, events and states that have not yet occurred. Although the hope and purpose are to alert readers to the possibilities of what may occur as logical extensions of current states, it is improbable that all such projections will come to pass at all or in the way described. Nonetheless, consideration of the future ranging from current trends, the interplay among intersecting trends and scenarios of future states can sharpen awareness of the effects of current choices regarding actions, decisions and plans improving the probability that the authors can move toward desired rather than undesired future states.Practical implicationsProject managers not involved personally with creating AI or analytics products can avoid mastering detailed skill sets in AI and analytics, but should scan for new software features and affordances that they can use enable new levels of productivity, net benefit creation and ability to sleep well at night.Originality/valueThis essay brings together AI, analytics and project management to imagine and anticipate possible directions for the evolution of the project management domain.

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Design of Project Management Capabilities

Product-Focused Software Process Improvement - Lecture Notes in Computer Science ◽

10.1007/978-3-319-49094-6_26 ◽

2016 ◽

pp. 387-395

Author(s):

Solvita Berzisa ◽

Jānis Grabis

Keyword(s):

Project Management ◽

Management Capabilities

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Cultural differences in project management capabilities: A field study

International Journal of Project Management ◽

10.1016/j.ijproman.2005.04.003 ◽

2005 ◽

Vol 23 (6) ◽

pp. 454-462 ◽

Cited By ~ 67

Author(s):

Ofer Zwikael ◽

Kazuo Shimizu ◽

Shlomo Globerson

Keyword(s):

Project Management ◽

Field Study ◽

Cultural Differences ◽

Management Capabilities

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Influences of Project Management Capabilities on the Organizational Performance of the Saudi Construction Industry

Engineering, Technology & Applied Science Research ◽

10.48084/etasr.2740 ◽

2019 ◽

Vol 9 (3) ◽

pp. 4144-4147 ◽

Cited By ~ 1

Author(s):

H. A. Sulieman ◽

F. A. Alfaraidy

Keyword(s):

Project Management ◽

Organizational Performance ◽

Latent Variables ◽

Structural Equation ◽

Equation Model ◽

Equation Modeling ◽

Construction Enterprises ◽

Construction Organizations ◽

Set Up ◽

Management Capabilities

This paper aims to study the relations between construction enterprises’ project management capabilities and organizational performance. A questionnaire survey was administered to 89 Saudi construction contracting organization administrative members. Data were obtained from 32 projects that were held during the last two years and were analyzed using structural equation modeling (SEM). It was hypothesized in this study that a construction organizational performance is influenced by project management capabilities within the enterprise. A structural equation model was set up to measure the above two latent variables through their constituent variables. This study introduced a method to measure performance both in qualitative and quantitative terms. The strong path coefficients between the constructs of the model are an indication that after decades in pursuit of finding ways to improve the performance of construction organizations, subjective dimensions of performance have proven to be as effective as the traditional objective dimensions.

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Integrating Knowledge Management with Programme Management

Current Issues in Knowledge Management ◽

10.4018/978-1-59904-916-8.ch010 ◽

2011 ◽

pp. 132-148 ◽

Cited By ~ 2

Author(s):

Jill Owen

Keyword(s):

Knowledge Management ◽

Project Management ◽

Program Management ◽

Success Factor ◽

Continuous Learning ◽

Transfer Of Knowledge ◽

Critical Success ◽

Memory Cycle Time ◽

Memory Cycle ◽

Management Capabilities

Knowledge reuse has long been an issue for organizations. The management, reuse and transfer of knowledge can improve project management capabilities (i.e. learning, memory, cycle time) resulting in continuous learning. Although knowledge management has been recognized as a critical success factor in program management very little research has been conducted to date (Lycett, Rassau, and Danson 2004, Soderlund 2004). A framework is discussed that demonstrates how knowledge is created, transferred, captured and reused within project and program management, resulting in improved project management maturity. The framework utilises a task based approach to knowledge management and assumes that knowledge is created, transferred and reused as a result of an individual performing a specific task, which in this context is a project at the project level and a program at the program level.

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Implementation of the Best in Class Project Management and Contract Management Initiative at the Department of Energy’s Office of Environmental Management

ASME 2009 12th International Conference on Environmental Remediation and Radioactive Waste Management, Volume 2 ◽

10.1115/icem2009-16062 ◽

2009 ◽

Author(s):

Scott G. Van Camp ◽

Michael G. Deiters ◽

Jeremy S. Stevenson ◽

Timothy P. Jamison

Keyword(s):

Environmental Management ◽

Project Management ◽

Project Performance ◽

Department Of Energy ◽

Contract Management ◽

Cost Overruns ◽

Class Project ◽

Proactive Management ◽

The Status ◽

Management Capabilities

Since its creation in 1989, the Department of Energy (DOE), Office of Environmental Management (EM) has struggled with a legacy of inadequate project management and contract management. This has been manifested in recurring scope changes, cost overruns and schedule delays, and has been documented in multiple internal and external reviews. EM has committed itself to improving project performance and undertaken a number of proactive management initiatives including the development of a “Best in Class” Project Management and Contract Management organization (i.e., the BICPM Initiative). During 2007, EM assessed the status of project management and contract management at 15 EM sites. These assessments evaluated strengths and weaknesses in 12 key project management capabilities and three contract management benchmarks. The January 2008 Compilation Assessment Report showed that EM faces significant challenges in its mission execution due to staffing shortages, project and contract management integration, insufficient project-oriented culture, and lack of a clear role for Headquarters in BICPM. EM then formulated a strategy to meet their objectives in the March 2008 Corporate Implementation Plan. It summarizes BICPM efforts, introduces the vision for BICPM, identifies the strategy for achieving BICPM, and describes a process for implementing BICPM. That is, it acts as a roadmap to address EM’s challenges. It also documents 18 Recommended Priority Actions (RPAs) that are the key to correcting these challenges. These RPAs provide a clear path forward that can be communicated to the entire EM organization and provide the foundation upon which a BICPM culture can be built. EM has since gained considerable momentum and progress towards institutionalizing BICPM. This paper provides a discussion of the BICPM Initiative and its implementation.

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