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Introduction
This leads us to the objective of this paper, which argues that competitive advantage is driven by growth strategies that are determined by project management processes. 3 management processes that aim to control a number of potential points of failure throughout the project management life cycle. The current research will seek to determine and answer the research question, are project management processes key to realizing growth strategies that lead to competitive advantage.
Theory and Literature Review
Introduction
Second, it will be based on understanding what unique combinations of project management processes an organization must follow to deliver unknown and uncertain strategies. In the next chapters of this research paper the focus will be on discussing and contrasting the main work of the literature in the context of growth strategies, competitive advantages, project management implementation, systems and processes in more detail. A discussion of project management models (PMI, 2008) would be premature without a contextual review and discussion of growth strategies (Lindic et al, 2012) and competitive advantage (D'Aveni et al, 2010) as the objective of researchers is to understand whether project management processes (PMI, 2008) (Unger, Kock, Gemunden & Jonas, 2012) promote the realization of growth strategies (Lindic et al, 2012) and competitive advantage (D'Aveni et al, 2010).
Growth Strategy and Competitive Advantage
- Growth Strategies Attributes and Determinants
- Competitive Advantage Attributes and Determinants
An organizations growth strategy was identified as dependent on project management strategies from new product development (NPD) strategy research work (Yang, 2011). These have been cited as important elements of project management (PMI, 2008) for the successful implementation of the growth strategy. Project management, knowledge and skills reside within the company and drive competitive advantage as competitors cannot understand its composition as it is an internal capability of the company (Browning, 2010).
Project Implementation, Systems & Process View
- Project Implementation Management
- Project Systems Management
- Project Process Management
Managers should pay more attention to project culture, project management tools and processes (Killen & Kjaer, 2012). Table 1 details the suggested elements of project management that distinguish best practices for innovative project management and standard project management. 15 management was no longer relevant in today's complexity management as it ignores the value part of project management.
Research Propositions
Finally, the project management process considers key findings that touched on the important aspect of communication in project management as essential in strategy implementation (Olsen & Johannessen, 2011), and that a company's strategy is implemented through project portfolios based on the application of appropriate project selection. metric and standardized termination process (Unger et al, 2012). What are other unique combinations of project management processes that are key in achieving organizational growth strategies that result in competitive advantage. The above statements will aim to accept or refute whether project management processes are the key in realizing the organization's growth strategies that lead to competitive advantage.
Proposed Research Methodology and Design
- Introduction
- Objectives
- Case Study Design
- Case Study Plan
- Sample Design
- Sample Unit of Analysis
A case study research design offers the researcher the flexibility to deal with the complex and dynamic characteristics of real-world phenomena and can potentially build on theory (Yin, 2009). The selected research method and case study design consists of four (4) steps of the process (Runeson & Host, 2009) namely;. The objective of the case study design will be to analyze relevant research constructs to help answer the research problem (Runeson & Host, 2009). One of the most important challenges in case study research methodology concerns maintaining validity during the data collection process, particularly construct validity (Saunders & Lewis, 2012).
The main idea behind case procedures and standards is to ensure consistency and accurate account of case study data collection as it changes throughout the research process. An important consideration on the part of the researcher is how the researcher will select the companies and organizations for collecting case study data. Basic data will be drawn from the case study analysis (Saunders&Lewis, 2012). This is to ensure that detailed knowledge can be obtained through project analysis.
The analysis unit are the project management units (departments) within these organizations and will be the source of case study analysis and data collection. The data collection from the case study will be complemented by semi-structured telephone interviews using a standard questionnaire, coupled with observations and document analysis of project management reports as described in the research method and design section. This will then be followed by an in-depth case study analysis and will be the start of data collection.
Case study interviews (Yin, 2009) will be conducted within the strategic project management unit and will initially target human cases composed of project sponsors.
Results
- Introduction
- Enquiry Process
- Characteristics of the studied cases
- Transcriptions and Quotations
This was intentional on the part of the researcher to re-emphasize the most important aspects of the case study research. The diagram below shares a condensed version of the main stages of the investigative process that the researcher undertook during the case study. Case Attributes: The case study studied the Capital Markets project management office and the researchers interviewed the director and head of the Capital Markets project management office.
A snapshot of the initial findings based on the desktop research and the initial semi-structured interview with the head of the project management office is presented in Table Nine (9). 32 The researcher basically focused on understanding the basic attributes of the project management unit, its model and methods of achieving growth strategies. Case selection has also evolved due to lessons learned during the first iteration of the case study project.
The individual held authority, accountability and ultimate responsibility for the success of the project management department. 1 Revenue – the future cash flows that can be derived from the implementation of a project against short-term and long-term strategic growth objectives. Risk – the degree to which risk can be managed against the perceived benefits of pursuing a particular project.
Legal / Compliance – the legal implications of implementing a particular project and the legal costs associated with implementing that project. Group Prioritization Forum – the group project lists are then submitted to a Group wide list, estimated to be 600 million in terms of project value, for group level prioritization. The way we prioritize projects is based on the strategic importance of the project and its legal and compliance importance.
Discussion of Results
Project Management process selection is key in realizing growth strategies
The ability to choose to manage organizational projects has been cited as a key driver of strategy implementation (Young et al, 2012). Capital market research findings and bank case studies confirm this important aspect of project management selection. The Capital Markets Project Management Office's project selection process uses a top ten portfolio list as the basis for project selection.
The results within the Capital Markets Project Management Unit confirmed that the organization followed a disciplined approach to project selection and implementation. The selection of these projects was based on a strict criterion that was a standard project management process to achieve growth strategies and competitive advantages. Revenue – the future cash flows that can be derived from the implementation of a project in relation to the short- and long-term strategic growth goals;
Risk – the extent to which risk can be managed against the perceived benefits of continuing a given project;. This ability to select project on time was also supported by the Capital Markets Project Management Office's strong culture which is non-hierarchical, collaborative and has had faster executive management decision-making which is the pinnacle and anchor of this process. Group Prioritization Forum – the business cluster project lists are then submitted to a Group-wide list, worth an estimated 600 Million in terms of project value, for prioritization at a group level.
Standardizing this project management process within the organization meant that all strategic projects were uploaded to a PlayPen application for simulation on a consistent basis.
An organizations Portfolio and Project Management contributes towards the
The researcher will now devote himself to the discussion of the final proposal, which brings new insights into the project management processes. A final discussion will share case study findings on other unique project management processes that have been instrumental in achieving growth strategies. These processes in some cases did not meet the standard definition of project management (PMI, 2008).
The case findings in infrastructure confirmed the existence of some unique project management processes. This unique project management process is consistent with Kapsali's (2010) view that systems thinking methods provide the flexibility to manage innovation projects that organizations must implement to remain competitive and achieve growth goals (Kapsali, 2011). Project management process selection is the key to realizing growth strategies, growth projects and competitive advantages.
The management of the organization's portfolio and projects contributes to the realization of growth strategies and competitive advantage. Are there other unique combinations of project management processes that are critical in achieving organizational growth strategies that lead to competitive advantage. The proposed project management processes were found to be: (a) organization-wide project lists aligned with the organization's strategic direction.
53 Other unique project management processes that emerged from the study related to the call center support structure. 55 the form of the researcher observing how and why actors implement project management processes to realize growth strategies. Project management in small and medium-sized enterprises: Aligning processes with the nature of the business.
Conclusion and Research Limitations
Conclusion
Research Limitations
