Al-Balushi, R A; Kaka, A and Fortune, C (2004) Project management processes and the achievement of organizational strategies: The case of telecomm. Operator. In: Khosrowshahi, F (ed.) Proceedings of 20th Annual ARCOM Conference, 1-3 September 2004, Edinburgh, UK.
Abstract
In recent times, there has been a shift in the usage of project management principles. It is a shift from individual competencies related to the implementation of individual projects to organisational competencies related to the implementation of a portfolio of projects executed in order to achieve corporate strategies. This shift has made many organisations to re-assess their capabilities in the project management knowledge area. Greater use is now being made of business maturity models, and based on their level, processes are being developed that link organisational strategy with project execution, as means of achieving corporate strategies. The recent development of the Organization Project Management Maturity Model (OPM3) introduced by the Project Management Institute (PMI) is a move towards the utilization of project management concepts and processes as tools to achieve organizational strategies. Projects are required to translate corporate strategies into workable solutions through effective implementation of the five generic phases of the project management process, namely, initiation, planning, execution, control, and closeout. These phases define the boundaries between the various activities and tasks throughout the project lifecycle and provide the framework by which projects are used to deliver corporate strategy. This paper reports the initial stages of an on-going postgraduate research study into the benefits of utilizing the project management processes model as a tool to drive organizational strategies through better projects' performance. The context for this action-research study is based on a large international telecommunication operator. The paper will make a case study with reference to this industrial context and evaluate available literature related to the concepts associated with enterprise project management processes so as to evaluate their potential as tools to effect the shift identified above.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | project management process models; enterprise project management; business maturity models |
| Index terms: | project management, boundaries, implementation, telecommunication, postgraduate, project management process, project lifecycle, corporate strategy, maturity model, case study, organizational strategy |
| Subjects: | higher education, evaluation, project management theory and practice, contractual arrangements, property law, communication, project completion, business, data collection methods |
| Topics: | Legal Issues, Education, Business Strategy, Engineering Principles, Research Practice, Project Management, Governance, Procurement |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here