01. Critical Factors of Effective Project Management

Topics: Project management, Management, Organizational studies and human resource management Pages: 14 (4148 words) Published: September 20, 2012
The TQM Magazine
Emerald Article: Critical factors of effective project management Svetlana J.K. Cicmil

Article information:
To cite this document: Svetlana J.K. Cicmil, (1997),"Critical factors of effective project management", The TQM Magazine, Vol. 9 Iss: 6 pp. 390 - 396 Permanent link to this document: http://dx.doi.org/10.1108/09544789710186902 Downloaded on: 19-09-2012 References: This document contains references to 9 other documents Citations: This document has been cited by 10 other documents To copy this document: permissions@emeraldinsight.com This document has been downloaded 9051 times since 2005. *

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David James Bryde, (2003),"Project management concepts, methods and application", International Journal of Operations & Production Management, Vol. 23 Iss: 7 pp. 775 - 793 http://dx.doi.org/10.1108/01443570310481559 George P. Laszlo, (1999),"Project management: a quality management approach", The TQM Magazine, Vol. 11 Iss: 3 pp. 157 - 160 http://dx.doi.org/10.1108/09544789910262725 Andrew Longman, James Mullins, (2004),"Project management: key tool for implementing strategy", Journal of Business Strategy, Vol. 25 Iss: 5 pp. 54 - 60 http://dx.doi.org/10.1108/02756660410558942

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Perspectives Critical factors of effective project management Svetlana J.K. Cicmil

Introduction to the emerging paradigm of project management
In recent years the discipline of project management (PM) has changed its application dramatically to accommodate emerging management processes and philosophies related to implementation of organizational development and strategic change. Contemporary literature on best business practice introduces many different terms related to PM, including management by projects, project-based organizations, project-oriented businesses, temporary project organization and project form of organizational structure. Projects are becoming a template for operational and strategic re-design[1]. Reasons are numerous, and they reflect endeavours of modern organizations to respond to the environmental changes by adopting specific patterns of coping behaviour: • the implementation of strategic management through projects makes the achievement of highest returns possible by optimal utilization of resources available (including time, money and people) more realistic; • the expansion of human knowledge creates the need for an effective organizational design to support knowledge management for competitive advantage through intraorganizational integration, professional and functional concurrence based on project teams, inter-organizational networking and “win-win” partnerships in project situations; • companies are increasingly seeking the way of effective product development and market expansion – management by projects provides a disciplined approach to gaining competitive advantage by getting the right product, in time, to market The...
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