برنامه ریزی استراتژیک اعمال شده برای مدیریت پروژه
Abstract
1- Introduction
2- Literature review
3- Methodology
4- Results
5- Discussion
6- Limitations and future research
7- Conclusion
References
Abstract
This paper examines the application of strategic planning characteristics from prior strategic planning research to project management. Drawing from prior research in strategic planning, strategic information systems planning and strategic manufacturing planning, this research combines strategic planning characteristics derived from a rational approach with a second set of adaptive characteristics to create a comprehensive model. The resulting “rational adaptive” approach is then assessed empirically to evaluate its relevance to PM and whether it is associated with increased project success. In addition, the “rational adaptive” approach is mapped to established PM tools/techniques. Findings indicate that PM is captured by varying degrees of a rational adaptive approach, which is positively correlated with PM success and use of PM tools/techniques. These results suggest that strategic planning characteristics can be effectively incorporated into a generalized PM framework, yielding potentially useful insights regarding the relationship of PM behaviors to eventual project success.
Introduction
The use of projects in organizations has increased steadily over the last several decades. Although there has been some indication that projects are becoming more successful, there is still evidence that a substantial number of projects do not meet goals or expectations (Allen et al., 2014). McKinsey and Company (2012) found that, on average, large information technology (IT) projects “run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted.” The Standish Group's CHAOS Project, which tracks IT projects over time, shows limited progress in successful project completion over the last two decades. (http://www.standishgroup.com). With this increasing use of projects yet limited project success, examination of PM success and failure continues to be an area of considerable interest (Allen et al., 2014). Leybourne (2007) reviewed the changing emphasis of PM research, recognizing a number of areas that have been examined in the past: identification of critical success factors, evaluation of specific PM methods, and assessment of PM tools/techniques. Although findings from such studies have certainly contributed to the PM field, the research has been limited to a narrow set of constructs. As Leybourne (2007) discusses, it may be time to move beyond them