دانلود رایگان مقاله لاتین برنامه ریزی استراتژیک مدیریت پروژه از سایت الزویر
عنوان فارسی مقاله:
ویژگی های برنامه ریزی استراتژیک اعمال شده برای مدیریت پروژه
عنوان انگلیسی مقاله:
Strategic planning characteristics applied to project management
سال انتشار : 2017
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بخشی از مقاله انگلیسی:
2. Literature review
The PM process, its implementation through planning and execution, and relationship to project success is a continual focus of PM research. Acknowledging differences in context, it can be argued that the PM literature has striking parallels with strategic planning research, which examines the relationship between how planning is done and the success of that planning process. In this section, a brief discussion about prior research on PM is followed by an introduction of planning characteristics from the strategic planning literature and a discussion regarding the appropriateness of applying these SPCs within a PM context. 2.1. Project management Prior research about PM has tended to focus on critical success factors, PM methods, and/or PM tools/techniques. Critical success factors (CSFs) are “characteristics, conditions, or variables that can have a significant impact on the success of the project when properly sustained, maintained and managed” (Milosevic and Patanakul, 2005, p. 183). Numerous CSFs have been identified in different studies. Fortune et al. (2011) found that “clear goals/objectives,” “realistic schedule,” “support from senior management,” and “adequate funds/resources” are the most frequently cited CSFs. Borman and Janssen (2013) found that CSFs can be related to the outcome, implementation process, or the operating environment of a project. Borman and Janssen (2013 p 397) found that although awareness of CSFs in these categories did impact a shared services project, “operating environment factors such as having a unified organizational structure are different again since they are unable to be managed or changed as part of the shared services initiative.” Therefore, a number of previously identified CSFs may be outside the control of those involved in the project. In contrast, research examining PM methods, which “provide guidelines and checklists to ensure that practices are being followed properly,” has a much narrower focus (Jugdev et al., 2013, p. 537). Methods generally have been derived from the different PM standards (e.g., A Guide to the Project Management Body of Knowledge (PMBOK® Guide), 2008; PM Guide 2.0, 2010; The APM Body of Knowledge, 2006) and tend to be prescriptive in nature. Evaluations of PM methods have varied from one study to the next with mixed results for the relationship between PM methods and project success. Gowan and Mathieu (2005) examined 5 broad practices including problem identification, risk assessment, cost calculations, compliance planning, and testing and verification. Dvir et al. (2003) examined development of functional requirements, development of technical specifications, and implementation processes and procedures. And White and Fortune (2002), Fortune et al. (2011), and Jugdev et al. (2013) included methods based on the PMBOK® Guide (2008) and in-house methodologies. Almost all of these studies found a significant relationship between at least some of the PM methods and project success; however, it is hard to find a consistent pattern. Numerous studies have also evaluated various project management tools and techniques. According to Jugdev et al. (2013, p. 537), “PM tools and techniques are intended to help practitioners do their job and to execute processes.” Besner and Hobbs (2006) examined 70 commonly recognized tools and techniques derived from the PM literature. Several studies have used PMBOK® Guide (2008) related tools/techniques (e.g., Crawford and Pollack, 2007; Ling et al., 2009; Zwikael and Globerson, 2004). There has been more consistency in the tools/ techniques across studies than those found with PM methods. In one such case, Zwikael and Globerson (2004, 2006) developed artifacts based on PMBOK® Guide (2008) to examine the use of different tools/techniques, and these artifacts were later used by Papke-Shields et al. (2010). Another finding of this work was that widely used tools/techniques do not necessarily demonstrate the strongest relationship with success. Fortune et al. (2011) and Jugdev et al. (2013) extended work done by White and Fortune (2002) including both the use of tools/techniques along with PM methods, recognizing the relationship between them. Consistent findings relating tools/techniques to a more generalized approach to PM suggest that this is potentially a productive area for further exploration and research. In addition, there have been a number of recommendations to apply research constructs and frameworks from related disciplines to create a theoretical foundation for advancing the field of PM. Projects are often initiated as part of a broader strategic planning process, thus the field of strategic planning would seem to be an appropriate source of ideas for planning and managing projects. Indeed, a review of the strategic planning literature reveals a robust framework and planning approach that corresponds to existing PM practices and that can be readily adapted to individual projects.
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کلمات کلیدی:
Applied Project Management - Page 5 - Google Books Result https://books.google.com/books?isbn=8251922879 Asbjoern Rolstadaas - 2008 Any project will have a number of activities and for each activity there will be an ... In summary, we have now defined the following main characteristics of a ... 3 Key Characteristics of Project Management Processes https://www.ims-web.com/blog/key-characteristics-of-project-management-processes Apr 22, 2015 - Even though the project management process should always be tailored to client needs, there are key characteristics that are always crucial. Characteristics of project management at institutions sponsoring ... https://www.ncbi.nlm.nih.gov/pmc/articles/PMC2801972/ by CA Olney - 2010 - Cited by 6 - Related articles Characteristics of project management at institutions sponsoring National Library .... of building a centralized system that could be used for any Go Local project. Project Management: 5 Characteristics of 'Transformational' PMOs | CIO https://www.cio.com/.../project-management/project-management--5-characteristics-of... Apr 12, 2011 - A new report from Forrester Research describes the characteristics of next-generation project management offices with real-world advice from ... Characteristics of Project Management in Architecture | Rich Hamming ... https://www.linkedin.com/pulse/characteristics-project-management-architecture-rich May 16, 2015 - Characteristics of Project Management in Small Architectural Firms ... Another concept used in architectural offices is value engineering (VE).
