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Project Manager : Project Manager Dec Jan 2014
32 Project Manager •CAREER CENTRE FURTHER READING • Asch, D. 'Strategic control: A problem looking for a solution'. Long Range Planning 25, 1992: 105-110. • Avison, D, J Jones, P Powell and D Wilson. 'Using and validating the strategic alignment model'. The Journal of Strategic Information Systems 13, 2004: 223-246. • Band, DC, and G Scanlan. 'Strategic control through core competencies'. Long Range Planning 28, 1995: 102-114. • Bungay, S and M Goold. 'Creating a strategic control system'. Long Range Planning 24, 1991: 32-39. • Corsaro, D and I Snehota. 'Alignment and Misalignment in Business Relationships'. Industrial Marketing Management 40, 2011: 1042-1054. • Kaplan, R and DP Norton (2001). The Strategy-focused Organization. Boston: Harvard Business School Press. • Lorange, P and D Murphy. 'Considerations in Implementing Strategic Control'. The Journal of Business Strategy 4, 1984: 27. • Mankins, MC and R Steele. 'Turning Great Strategy into Great Performance'. Harvard Business Review 83, 2005: 64-72. • Nichols, R, R Bodla and C Mark (2008). 'Agile Strategy Execution -- Creating Strategic Alignment'. Pantaleo, DD and N Pal (eds.) From Strategy to Execution -- Turning Accelerated Global Change into Opportunity. New York: Springer. • Preble, JF. 'Towards a Comprehensive System of Strategic Control'. Journal of Management Studies 29, 1992: 391-409. • Project Management Institute (2013). A Guide to the Project management Body of Knowledge (5th ed.). Newtown Square: Project Management Institute. • Sabher wal, R and YE Chan. 'Alignment Between Business and IS Strategies: A Study of Prospectors, Analyzers, and Defenders'. Information Systems Research 12, 2001: 11. Quality • Are there any specifc quality targets that must be met to successful implement this strategy? If so, what are they? • How will senior management determine if the strategy is in accordance with the original intent? Human resources • Does senior management want the strategy implemented using existing human resources? • If not, are there any specifc guidelines for securing additional human resources to achieve the strategic outcomes? Risk • Has a risk analysis/assessment been done on the strategy? • Were there any specifc mitigation strategies that should be communicated to those implementing it? • Are there unacceptable risk levels associated with the strategy that middle/line managers need to be aware of? Procurement • Does the strategy require any special plant or equipment? • At what stage should these be procured? • Is there an agreed budget already allocated for procurement? Tried and tested As demonstrated, the project management disciplines provide a clear framework for addressing the twin requirements necessary for strategic integrity. e disciplines of Scope, Communication and Stakeholder Management provide the basis for developing strategic cohesion. e disciplines of Integration, Time, Cost, Quality, Human Resource, Risk and Procurement provide the basis for developing a strategic control system. e framework is robust enough to allow each organisation to adapt it for their ow n unique strategic goals, yet simple enough to be utilised by large and small organisations across myriad industry sectors and a range of geographic locations. Finally, the framework itself is not new to most organisations. ese disciplines have been developed, tried and tested through a wide spectrum of turbulent environments for decades. e only thing necessary for project management to provide a framework for enhancing strategic integrity is a paradoxical shift in the way senior managers and strategic planners perceive it. •••
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014