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Project Manager : Project Manager Apr May 2013
www.aipm.com.au Project Manager 41 Do you have any stories to share on how projects, programs and portfolios are used for implementation strategy in your organisation? Share them on the AIPM LinkedIn forum. W: www.linkedin.com/groups?gid=1952253 FURTHER READING • Grundy, T. (1998). Strategy implementation and project management. International Journal of Project Management, 16, 46--50. • Hambrick, D., & Cannella, A. (1989). Strategy implementation as substance and selling. The Academy of Management Executive, 3(4), 278--285. • Johnson, G., & Scholes, K. (1997). Exploring Corporate Strategy (4th ed.). Hemel Hempstead, UK. • Kazmi, A. (2008). A proposed framework for strategy implementation in the Indian context. Management Decision, 46(10), 1564--1581. • Linton, J. (2001). Implementation research: state of the art and future directions. Technovation, 22, 65--79. • McElroy, W. (1996). Implementing strategic change through projects. International Journal of Project Management, 14(6), 325--329. • Mintzberg, H. (1994). The Rise and Fall of Strategic Planning. New York: The Free Press. • Morris, P., & Jamieson, A. (2005). Moving from Corporate Strategy to Project Strategy. Project Management Journal, 36(4), 5--18. • Okumus, F. (2003). A Framework to Implement Strategies in Organisations. Management Decision, 41(9), 871--882. • Speculand, R. (2009). Beyond Strategy: the leaders role in successful implementation. San Francisco: Jossey-Bass. • Stonich, P. (Ed.). (1982). Implementing strategy: making strategy happen. Cambridge, MA: Ballinger Publishing Company. • Turner, J. R. (1999). The Handbook of Project-Based Management 2nd Edition. Maidenhead: McGraw-Hill. • Yang, L., Gouhui, S., & Eppler, M. J. (2008). Making Strategy Work: a literature review on the factors influencing strategy implementation. Lugano, Switzerland: Institute for Corporate Communication. • Young, M., & Young, R. (2012). The rise and fall of project management: are we witnessing the birth of a new discipline? International Journal of Project, Program and Portfolio Management, 5 8 --7 7. Where to from here? While it could be argued that we are yet to identify all implementation factors and, as such, have an incomplete understanding, it could also be argued that we may be working within a complex and messy space that is difficult to define, and therefore could not possibly identify all implementation factors and how they interact. A more practical solution may lie in project management methods and approaches, and the inherent structure and control bias that project management provides. Perhaps project-based approaches to strategy implementation are the new frontier of project management and even an answer to the issue of poor strategy implementation. • • •
Project Manager Feb Mar 2013
Project Manager June July 2013