• Home
• About
• SiteMap

Recently, a number of world 'organizations main project management s have taken important steps to clarify the executive administration about the strategic importance and benefits of project management. The fire is to move by the administration of individual project to project management organization, that these organizations carry out is a strategic advantage in a competitive economy. In this article, Ed Naughton, Director General of project management and current vice president of IPMA, questioned the Green Professor Sebastian, dean of the faculty of commerce and professor of administration and marketing of the cork 'University (formerly of School of Commerce London), with regard to his views of project management as a vehicle strategic competitive advantage. Ed: What do you thing that the management of strategic projects? Prof.. Green: The management of strategic projects is the administration of those projects that are critical to enable the organization to present the overall competitive advantage. Ed: And what defines a competitive advantage, then? Prof.. Green: There are three attributes of competence centre. The three attributes are: adds value to customers; it 's not easily imitated; opens new possibilities in the future. Ed: But how can the management of projects make a competitive advantage? Prof.. Green: There are two functions in the management of projects. A function is the real selection on the type of projects that the organization hooks inside and secondly there is execution, as the projects themselves are direct. Ed: Competitive advantage – the importance of correct choice of projects – it isn 't easy to define which projects should be chosen! Prof.. Green: I think that the selection and priority of projects is something that hasn 't done in accordance with the literature of project management because it' s assumption basically by reducing it through financial analysis. The elasticity strategic imperative that you a different way to prioritize projects because it 'said that some projects may not be beneficial as others, but if we add to our expertise to other relative, then that' s; s going be important. Thus, an example, if a company 'the competitive advantage of s is introducing several new products quickly than others, pharmaceuticals, let' s say, convincing the product to introduce faster, and then projects that allow him to convince more quickly to introduce the product are going to be those most critical, although in their own terms, not have the highest profit that other species of projects. Ed: But if we 're going to select our projects, we have to define what are the parameters or metrics we' re going to select them against quell'elasticità us the competitive advantage. Prof.. Green: Absolutely. The organization must know which activities is locked inside, which are those important competitive advantage for it and then, that drives the selection of projects. Organizations aren 't very good to do that and may not even know what those activities are. They 'll think on it' s all that are due to the power station. Ed: If a company makes the relevant strategy, then what the community project management says is that project management is the means for the transport of that strategy. So therefore, if the organisation is good to make the management of projects, presents the strategic advantage? Prof.. Green: Well, I suppose we return to this issue of the difference between the type of projects are chosen and the sense that dirigete projects. Of course, choose the type of projects depends on power connect and give priority to projects according to a understanding of what the possibility of an organization is related to other. Ed: Suppose that the strategy is fixed. To transport strategy, must be analyzed, decomposed in a series of projects. Consequently, you have to be good to make the management of projects needed to carry the strategy. However, the literature says that an organization is so good to do projects must put procedures in project management, train people on how to project management apply / do and coordinates the efforts of trained people to work with and procedures within the meaning integrated using the concept of a project office. Intraprendendo those three action carries a competitive advantage for this organization? Prof.. Green: Where the management of projects, or as you direct the projects, becomes a source of competitive advantage is when you can do things better than others. The 'better than' is with the experience and judgement and knowledge that has developed over time control projects. There is a curve experience here. The two organizations will be in different places in the curve gain experience with knowledge who aument finoare tips to direct those projects where the rule book is inadequate. Do you need judgement and experience of administration because however good the rule book is not ever completely deal with the complexity of life. You have to manage down the curve of experience, you have to direct the learning and knowledge that you have those three functions of project management so that become strategic. Ed: Well, then, I think there is a gap there that needs to be arringato well, as we have now developed a competence to make the management of projects to do projects, but we haven 't that has aligned jurisdiction on the selection of projects that will help to give this competitive advantage. The project management is capable of imitanda? Prof.. Green: Not the most soft and not development of tacit knowledge of travel many, many projects over time. Thus, for example, Ed, you have more knowledge of how to run projects that the other people. That 's because people came to you, because while you can have both a book standards such as the PMBoK or the offer of international appeal, have developed more empirical knowledge about it. Essentially, it can be imitated a certain amount of sense, but not when aligned tacit knowledge softer experience in it. Ed: The organizational models of maturity of project management is a topical issue at the moment and are very closely linked to 'experience curve' effect that you mentioned soon – how should we observe? Prof.. Green: I think the move beyond painting by numbers, muoventemi beyond the simplistic idea that an organization is completely plastic and you can impose this set of procedures and protocols and abilities of the manual and that 's all you have to do. In a sense, the same problem was experienced by developers exactly curve experience. If companies displayed to the curve of experience on cost, it 's almost as if, for each doubling of the volume, the cost reductions they present themselves without you have to do something. What we know is, what the experience curve is a potential of a possibility. Its' depends on the realization of those responsible. Ed: They are the leaders elderly / main square in mindset to appreciate the potential benefits of project management? Prof.. Green: Until recently, the project management was promoted in technical terms. If you are promoted in terms of general administration, the capacity to be directed through the functions that provide technical procedures judiciously, and then it would be much more attractive to Senior Manager. Thus, it 's about mixing hard and soft, techniques with the judgement and experience that makes project management so powerful. If Senior Manager Don 't embrace of it at the moment, it' s not because they are wrong. It 's because project management hasn' t was introduced on the market effective as it should 'the VE made. Ed: We must sell to executives elderly and frameworks that will transport the main competitive advantage? Prof.. Green: No, I think we have to show them how ago. We have to go in there and really show them how they can use, not just in terms of transport project on time and within cost. We must demonstrate to them how they can use them to overcome organizational resistance to change, how they can use them to increase the opportunities and activities that lead to competitive advantage, how they can use to increase the tacit knowledge in the organization. There is an entire range of the senses they may use them. They must see that the test result is better than the way they 're currently making.

Ed Naughton

Comments

No comments yet.

Sorry, the comment form is closed at this time.