Project management systems

moving project management from an operational to a strategic discipline

An organization's success in managing projects is closely tied to its capability to select and implement projects that fit its organizational strategy and project management system (PMS). This article examines four how organizations influence their success in managing projects by selecting projects that align with their strategy and PMS. In doing so, it lists three research streams focusing on strategy and PMS alignment; it defines four types of strategic contexts as depicted in a model titled the Strategic PMS--Value Driver Portfolio. It also defines a PMS's four attributes (policy, people, structure, processes). It then outlines the authors' findings on how the four profiled organizations have--over five years--made decisions on investing in projects. It applies this model to identify each organization's particular PMS and value driver. It subsequently suggests ideas for future research on this subject.
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