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Project Manager : Project Manager June July 2013
www.aipm.com.au Project Manager 11 planning, execution, closure), as does corporate strategy (think, for mulate, implement, review) (Mintzberg, 1994). From this perspective both projects and corporate strategy have de nite beginnings and, provided appropriate reviews are conducted, de nite ends. On their ow n, these similarities should be enough to direct strategy-makers towards the eld of project management to establish if there might be any valuable lessons to be lear nt. Unfortunately, omas et al. discovered in 2002, many senior e xecutives believe that project management only has value when used for execution of strategy. Very few senior executives sur veyed felt that project management had much value to add in the area of strategic development at a corporate level. is prejudice may be contributing to the concerns regarding misalignment between the planning, for mulating and implementation of corporate strategy. If senior executives would take another look at the disciplines of project management with the blinkers of the traditional strategy models removed, they may very well nd some signi cant bene ts can be gained. To demonstrate this in a broad context, let us take a look at the 10 key disciplines of project management as detailed in the PMBOK guide: • Scope • Integration • Time • Cost • Quality • Human resource • Communications • Risk • Procurement • Stakeholder management Viewed in the traditional manner, all these disciplines will be utilised in the successful execution of a project. However, this does not mean that the corporate strategist has no use for these disciplines. After all, what is strategy if not a form of scope de nition? Shouldn't those developing ( FURTHER READING • Acur, N, and L Englyst. 'Assessment of strategy formulation: How to ensure quality in process and outcome.' International Journal of Operations & Production Management 26 (2006): 32. • Dietrich, P and P Lehtonen. 'Successful management of strategic intentions through multiple projects -- Reflections from empirical study.' International Journal of Project Management 23 (2005): 386-391. • Ensign, PC. 'Small Business Strategy as a Dynamic Process: Concepts, Controversies, and Implications.' Journal of Business and Entrepreneurship 20 (2005): 20. • Milosevic, DZ and S Srivannaboon. 'A theoretical framework for aligning project management with business str ategy.' Project Management Journal 37 (2006): 98-110. • Mintzberg, H. 'The Fall and Rise of Strategic Planning.' Harvard Business Review 72 (1994): 107-114. • Morris, PWG and A Jamieson. 'Moving from corporate strategy to project strategy.' Project Management Journal 36 (2005): 5-18. • A guide to the project management body of knowledge (PMBOK® Guide). Newtown Square, Pa: Project Management Institute, Inc, 2008. • Srivannaboon, S. 'Linking project management with business strategy.' Project Management Journal 37 (2006): 88-96. • Srivannaboon, S. and DZ Milosevic. 'A two-way influence between business strategy and project management.' International Journal of Project Management 24 (2006) 493-505. • Thomas, J et al. 'Selling Project Management to Senior Executives: The Case for Avoiding Crisis Sales.' Project Management Journal 33 (2002): 19.
Project Manager Apr May 2013
Project Manager Aug Sept 2013