Abstract
Achieving the maximum benefits from strategic investments is high on the priority list for organisations, yet many organisations lack a structured and consistent approach and language for implementing their strategic objectives. The adoption of increased structure in project selection, coordination and execution would seem to many like increasing bureaucracy at the expense of delivery. A lack of effective structure in project implementation leads to people being overstretched and projects failing to deliver on intended outcomes. Establishing a structured approach to project management including the development of a strategic roadmap followed by Portfolio, Programme, Project and Benefits Management, offers a potential solution that provides clarity and transparency in project selection, stakeholder engagement, resource allocation, project delivery and benefits realisation. As organisations mature in their adoption of a structured project management framework (PMF), this enables greater levels of success in the achievement of strategic goals.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Alexander, M. (2019, April). “What is project portfolio management? Aligning projects to business goals,” in CIO Australia, https://www.cio.com/article/3388686/what-is-project-portfolio-management-aligning-projects-to-business-goals.html
Chih, Y.-Y., & Zwikael, O. (2015). Project benefit management: A conceptual framework of target benefit formulation. International Journal of Project Management, 33(2015), 352–362.
Pearson, N., Larson, E., & Gray, C. F. (2020). Project Management in Practice (2nd ed.). McGraw-Hill Education (Australia).
Project Management Institute. (2020, May). Ahead of the curve: Forging a future focused culture. Pulse of the Profession® 2020, www.pmi.org
Speculand, R. (2020, May). 20-year results from surveying strategy implementation, White Paper, Bridges Consulting Group, www.bridgesconsultancy.com
Strasser, J. (2021, May). www.theprojectgroup.com/blog/en/challenges-of-tactical-resource-planning/
Zubac, A., Dasborough, M., Hughes,K., Jiang, Z., Kirkpatrick, S., Martinsons, M., Tucker, D., & Zwikael, O. (2021). The strategy and change interface: understanding “enabling” processes and cognitions. In Management Decision, 59(3), Emerald Insight at https://www.emerald.com/insight/publication/issn/0025-1747/vol/59/iss/3
Zwikael, O., & Smyrk, J. (2019). Project management—A benefit realisation approach. Springer, Switzerland,. https://doi.org/10.1007/978-3-030-03174-9
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2022 The Author(s), under exclusive license to Springer Nature Singapore Pte Ltd.
About this chapter
Cite this chapter
Abrahams, S. (2022). A Structured Approach to Project Management as a Strategic Enabling Priority. In: Zubac, A., Tucker, D., Zwikael, O., Hughes, K., Kirkpatrick, S. (eds) Effective Implementation of Transformation Strategies. Palgrave Macmillan, Singapore. https://doi.org/10.1007/978-981-19-2336-4_15
Download citation
DOI: https://doi.org/10.1007/978-981-19-2336-4_15
Published:
Publisher Name: Palgrave Macmillan, Singapore
Print ISBN: 978-981-19-2335-7
Online ISBN: 978-981-19-2336-4
eBook Packages: Business and ManagementBusiness and Management (R0)