A Theoretical Framework for Aligning Project Management with Business Strategy

2006 ◽  
Vol 37 (3) ◽  
pp. 98-110 ◽  
Author(s):  
Dragan Z. Milosevic ◽  
Sabin Srivannaboon
Keyword(s):  
Project Management ◽  
Business Strategy ◽  
Theoretical Framework

Alignment of Project Management with Business Strategy

2016 ◽  
pp. 865-881
Author(s):  
Bilal Ahmed Chaudhry
Keyword(s):  
Project Management ◽  
Public Sector ◽  
Case Studies ◽  
Business Strategy ◽  
Corporate Strategy ◽  
Project Success ◽  
Organizational Growth ◽  
Organizational Goals ◽  
Government Organization ◽  
Business Goals

Project management is the use of different techniques to deliver project with meeting required objectives within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational business goals. In recent times, project management is also used to achieve organizational goals by aligning project management with business strategy of an organization. This research is carried to explore the effects of aligning project management with business strategy on projects and organizations. Case studies were carried out in three organizations; one from public sector; one from private and one from semi-government organization. Results of this research revealed that alignment of business strategy with project management is beneficial for both organization and projects especially in terms of organizational growth and project success.

scholarly journals ALIGNMENT OF PROJECT MANAGEMENT WITH BUSINESS STRATEGY IN CONSTRUCTION: EVIDENCE FROM THE TURKISH CONTRACTORS

2014 ◽  
Vol 21 (1) ◽  
pp. 94-106 ◽  
Author(s):  
Cenk Budayan ◽  
Irem Dikmen ◽  
M. Talat Birgonul
Keyword(s):  
Project Management ◽  
Construction Industry ◽  
Business Strategy ◽  
Structural Equation ◽  
Product Variety ◽  
Project Planning ◽  
Business Strategies ◽  
Differentiation Strategy ◽  
Research Findings ◽  
The Relationship

The importance of fit between an organization’s implementation of project management (PM), and its business level strategy is emphasized in the literature. However, there are a limited number of studies investigating the relationship between business level strategy and implementation of PM in the construction industry. This paper aligns one of the business strategies, namely differentiation, with the PM process. A framework representing differentiation in the construction industry is proposed in this study. Structural equation modelling (SEM) is used to validate the relationship between differentiation and the PM process. The results show that a relationship between differentiation strategy and PM exists. The two types of differentiation are revealed, namely “product variety and speed-related differentiation” (PSD) and “quality and image-related differentiation” (QID). The companies trying to differentiate based on PSD should focus on cost, time and quality management. Change management and project planning are identified as important drivers of differentiation based on PSD. On the other hand, the companies trying to differentiate on QID should consider health, safety and environmental issues as well as quality. Companies should also manage their resources effectively to support the PM process that in turn leads to successful differentiation. Companies can utilize the research findings as a guideline while formulating their differentiation strategies.

IMPLEMENTATION OF CORPORATE SUSTAINABILITY STRATEGY THROUGH PROJECT MANAGEMENT TOOLS

10.12737/502 ◽  
2013 ◽  
Vol 2 (2) ◽  
pp. 16-21
Author(s):  
Перцева ◽  
Elena Pertseva
Keyword(s):  
Project Management ◽  
Business Strategy ◽  
Corporate Sustainability ◽  
Ongoing Activity ◽  
Management Tools ◽  
Sustainability Strategy ◽  
Environmental Considerations ◽  
Sustainability Program ◽  
Research On Application

The article is devoted to management of corporate sustainability program with project management tools. Corporate sustainability describes business strategy and ongoing activity built around social and environmental considerations. Though corporate sustainability programs are implemented through projects, there is little research on application of project management tools to realization of such programs. The present study has gone some way towards enhancing our understanding of interrelation between implementation of corporate sustainability strategy and project management tools used in an organization.

scholarly journals Implementasi Perencanaan Strategis SI/TI Pada PT. Prima Teknologi

2021 ◽  
Vol 3 (2) ◽  
pp. 352-264
Author(s):  
Rahmad Firdaus ◽  
Januar Al Amien
Keyword(s):  
Project Management ◽  
Business Strategy ◽  
Management Strategy ◽  
Study Data ◽  
It Management ◽  
Business Operations ◽  
Strategic Goals ◽  
It Application ◽  
The Impact ◽  
A Company

The use of IS / IT in a company is one of the keys to success in achieving the company's vision, mission and goals. PT. XYZ is a company that has not fully implemented the use of IS / IT to help its business operations, namely in terms of business project management. As time goes by, the impact of the use of IS / IT has not been implemented yet, it is evidenced by the number of project works that experience delays within a certain period of time. In this study, data were obtained from observations, interviews and analysis of company documents. This research refers to the Ward and Peppard method. The results of this study are in the form of a blueprint or description of business strategy, IS / IT management strategy and IT application to achieve corporate strategic goals.

Impact of Project Management Offices on Knowledge Management

2020 ◽  
pp. 166-195
Author(s):  
César Hernando Rincón-González ◽  
Flor Nancy Díaz-Piraquive
Keyword(s):  
Knowledge Management ◽  
Project Management ◽  
Statistical Analysis ◽  
Literature Review ◽  
Research Work ◽  
Theoretical Framework ◽  
Information Gathering ◽  
Scientific Publications ◽  
Detailed Statistical Analysis ◽  
The Impact

This applied research work identifies the impact of the project management offices (PMO) on knowledge management among 502 organizations from Colombian enterprises. First, a literature review about PMOs and knowledge management within the project perspective was conducted. Then, a bibliometric analysis was conducted in order to establish the link between this type of offices and the knowledge management on scientific publications about project management. Afterwards, a comprehensive theoretical framework about the matter of study was build. Subsequently, an information gathering instrument was developed in order to collect data for the research. Next, a nation-wide fieldwork was undertaken by analyzing the organizations. Successively, a detailed statistical analysis was conducted in order to identify the impact of the project management offices on knowledge management within the objects of study. Finally, results and conclusions were documented, and future lines of research were established.

Researchers compare agile and traditional approaches to project management in Russia’s services industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Project Management ◽  
Business Strategy ◽  
High Performance ◽  
Management Practices ◽  
Professional Services ◽  
Content Type ◽  
Hrm Practices ◽  
Rival Firms ◽  
Traditional Approaches ◽  
Different Levels

Purpose The authors wanted to study the theme as there hasn’t been much research into the different factors for high performance in agile versus traditional companies. Design/methodology/approach The authors conducted a quantitative study of Russian professional services firms using structured phone interviews. They compared project-based companies using agile methods with rival firms that used more traditional methods. The questionnaire included questions on the role of HRM, the level of business strategy formalization, the use of strategies to enhance motivation and opportunities. There were also questions about agile frameworks and project management practices. The sample contained 154 companies, 61 of which used agile technologies. Findings They found that agile firms tend to rely more on HMR policies than traditional companies, especially on strategies to enhance motivation and opportunity. Agile companies also have more centralized HRM architectures with less delegation of different levels of management. Meanwhile, the results show that the HRM architectures for successful traditional firms are more diverse. HRM practices in these companies have different levels of importance and various degrees of decentralization and digitalization. Originality/value The authors say their study fills a gap because there hasn’t been much research into the different factors for high performance in agile versus traditional companies. The study, they say, has important theoretical and practical implications, and also provides evidence of the importance of HRM practices for organizational success.

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