Al-Balushi, R A; Fortune, C and Kaka, A (2005) The implementation of corporate strategies through the use of an enterprise project management model (epmm): The case of telecommunication operator. In: Khosrowshahi, F (ed.) Proceedings of 21st Annual ARCOM Conference, 7-9 September 2005, London, UK.
Abstract
Strategic planning can be defined as the process of creating value for stakeholders by thinking through and articulating how an organization's goals and objectives will be achieved. This process demands organizations to effectively link strategic objectives with functional objectives down at operation levels. Much of the strategic planning literature tends to focus only on the elements that are concerned with the formulation of strategy at the corporate level; but the means of how to translate them into operational plans is not covered, Morris et al (2004). The usage of project management principles is changing from being concerned with individual competencies related to the implementation of individual projects towards organisational competencies related to the implementation of a portfolio of projects executed in order to achieve corporate strategies. For example, the recent development of the Organisation Project Management Maturity Model (OPM3) introduced by the Project Management Institute (PMI) is a move towards the utilisation of project management concepts and processes as tools to achieve organisational strategies. Projects are required to translate corporate strategies into workable solutions through effective implementation of project lifecycle processes with clear control between the phases through stage-gate management. This paper is based on a postgraduate research study that aims at developing an Enterprise Project Management Model (EPMM) to be used as a tool to implement organizational strategies. The context for this action-research study is a large international telecommunication operator. The paper will evaluate available literature related to the concepts associated with strategic planning processes, and enterprise project management processes. Also, qualitative data were collected from the field and analysed. The results demonstrate the need for the EPMM to enhance the strategic focus in the organization chosen for the research.
| Item Type: | Conference Paper (Paper) |
|---|---|
| Uncontrolled Keywords: | strategic planning; project management process models; enterprise project management; maturity models |
| Index terms: | corporate strategy, project lifecycle, organizational strategy, telecommunication, strategic planning, postgraduate, implementation, project management process, strategy, project management, maturity model |
| Subjects: | evaluation, management, higher education, contractual arrangements, communication, business, project completion, project management theory and practice |
| Topics: | Business Strategy, Research Practice, Engineering Principles, Procurement, Governance, Education, Project Management |
| Descriptive scope: | 2 PC |
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