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Project Manager : Project Manager Dec Jan 2014
www.aipm.com.au Project Manager 29 are known as decontextualisation and recontextualisation. ese both occur whenever one person attempts to communicate thoughts, words or text to another. Unfortunately, these two processes are inherent in human communication because our understanding of ideas, words and text is always contextual. Communication theorists suggest this inherent de ciency can be partially overcome through co-orientation, a process that develops out the close interaction of the participants when they focus their attention on a common object. Co -orientation is bolstered through the interactive de nition of concepts and by creating re exivity within the communication process. In layman's ter ms, it is achieved by: • clearly defning the object being communicated; • ensuring that all parties involved in the communication have the same understanding of what the de nition means; and • creating a 360° feedback process regarding the understanding of the object. Strategic control Strategic control is a management process that can ensure strategic goals are achieved throughout an organisation. It is achieved by creating a system of measurable, short- term performance criteria that reinforce the desired long-ter m strategic outcomes. In the past, strategic control had fallen out of vogue because it appeared to run contrary to the idea of at, non- hierarchical organisational structures, which were thought to be necessary to create agile rms, however recent research has demonstrated that strategic control and at organisation str uctures can be complementary. In order to have a positive e ect on an organisation, a strategic control system must ful l three concurrent purposes. It should: • be a diagnostic tool that monitors the implementation process • allow line managers to challenge the assumptions underpinning the strategy • allow rapid feedback to strategy makers regarding any signi cant changes in the internal and external environment that might impact on the original strategy Unfortunately, there is no standardised approach for achieving these outcomes. Strategic control systems are based on subjective criteria, which require unique performance metrics that are aligned to long-ter m organisational objectives. e apparent inability to provide an all-encompassing framework has caused many strategic planners to ignore the bene ts a strategic control system has to o er, because it appears too di cult to develop. However, while the long- term objectives and short-term metrics may be unique to each organisation, it does not necessarily follow that certain commonalities for every unique situation cannot be identi ed. PM as a framework One of the signi cant challenges raised in the extant literature for achieving strategic integrity is nding a framework that is robust enough to overcome the issues of decontextualisation and recontextualisation, while concurrently achieving the requirements of strategic control within uid and often turbulent environmental conditions. Fortunately, the PMBOK framework can achieve these outcomes through transfer ring qualitative and ( STRATEGIC CONTROL CAN BE UTILISED TO ENSURE STRATEGIC GOALS ARE BEING ACHIEVED THROUGHOUT AN ORGANISATION
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014