Strategic Project Management

Only available on StudyMode
  • Download(s) : 122
  • Published : March 18, 2011
Open Document
Text Preview
Individual Report|
“Projectification of the organisational world has resulted in apparent agreement that projects and project management are an efficient means of implementing organisational strategy.”(Haniff & Fernie 2009)

|
C11SP STRATEGIC PROJECT MANAGEMENT |

Course Tutor:Dr. Rhys Rowland-JonesSubmitted by: Tilek Mounaswami 10166896511/21/2010
|

Contents
Table of Contents

Section 1: Introduction…………………………………………………………………………………………………………………………….3 Section 2: Structuring of Organizational Strategy…..…………………………………..……………………………………………3 Section 3: Project and Project management…………………………………………………………………………………………….3 Section 4: Aligning projects with organizational strategy…………………………………………….…………….…………….4 Section 5: Understanding and Differentiating project management and program management……………..5 Section 6: Bridging the Gap between Organizational strategy and Strategic Alignment of Projects And Project Management………………………………………………………………..……………………………………..6

Section 7: Conclusion and Recommendations……………………….………………………………………………………………..7 Section 8: References……………………………………………………………………………………………………………………………...8

Section 1
-------------------------------------------------
Introduction
Recent conditions in business environment have seen vigorous advancements in technology and continuous changes in strategies. An organization is set to achieve its objective through the strategies adopted and alignment of its strategies to reach that objective. The ability to define the standards to achieve its objective through projects and project managers is the need for every business organization. The structure of an organization plays a vital part in; setting the objective, strategies to be followed to achieve the objective and ways of aligning itself towards the set strategies. An organization is said to be projectified when it organizes its activities to a great extent and depth by means of projects. Thus projectification of an organization begins when that organization decides to organize activities in projects. This “projectification” is, for example, observed in the automotive industry (Clark and Fujimoto, 1991; Midler, 1995), in the telecommunication industry (Lindkvist et al., 1998) and in the electric equipment industry (Berggren et al., 2001).

Section 2
-------------------------------------------------
Structuring Of Organizational strategy
The Organizational strategy is structured in the Top level management of an organization. Top level management is an integral part of any organization which confines to a class of managers who set an objective for an organization, define strategies to be implemented to achieve the objective and make decisions affecting the entirety of the organization, ultimately being responsible for its performance. These managers do not involve in day to day activities of an organization. The alignment of strategy towards objective lies very much in the hands of this level. The projectification of an organization begins at this level when the top level management decides means of achieving objectives. The standards for achieving the objectives and the processes involved in the transformation of the organization to a projectified one is defined by this level. Defining roles and responsibilities and segregating project managers into suitable projects occur at this level. As stated by Monica and Johann (2000), according to most international research, most industries and markets are too volatile and unpredictable to be able to support bureaucratic organizational forms. Instead, there is need for...
tracking img