Dragan Z. Milosevic

A Theoretical Framework for Aligning Project Management with Business Strategy

This study addresses two aspects of a topic under-researched in the strategic management literature: the alignment of project management and business strategy. Two areas of this alignment were studied: (1) The reciprocal influence between project management and business strategy, which we call the nature of the project management/business strategy alignment; and (2) the process used to align project management and business strategy. Then an empirically based theoretical framework, which highlights the impact of business strategy on project management—and the impact of project management on business strategy—as well as the mechanisms used to strengthen these alignments, was developed. This study expands on the previous, mostly anecdotal work, by using a rigorous theoretical approach to develop the proposed framework. This framework is contingent upon the type of business strategy—simple to understand and use—developed through numerous projects that are typology-free and not restricted to any particular business strategy typology, through projects that are empirically based on real-world data.

Toward a NASA-Specific Project Management Framework

Abstract: One of the most common myths in the discipline of project management is the assumption that all projects are the same and can be managed with the same set of processes and techniques. In reality, however, projects differ and “one size does not fit all.” Based on our previous research, we have learned that adapting the right approach to the right project is critical to project success; yet, very few organizations know how to distinguish among their project efforts. Furthermore, we have also learned that there is no universal framework that works effectively for all organizations. NASAs procedures suggest several distinctions among projects based on product lines and priority levels. These distinctions form a base for different approval processes. The next step will be to help managers actually manage different projects in different ways. The purpose of this research was to study several NASA programs and start identifying a framework that would work for project managers and teams in the NASA environment. We used four current projects as case studies to test the validity of potential frameworks, and have suggested an initial NASA-specific framework that could eventually lead to guidelines for tailoring project and program management to project type.

An empirical study on the use of project management tools and techniques across project life-cycle and their impact on project success

Even though project management tools and techniques (PMTT) have been commonly used by project managers, research on PMTT still has not been adequately investigated as to whether its use contributes to the success of a project. The lack of such knowledge leads to the use of PMTT because of popularity rather than any known benefits. To respond to this issue, the authors conducted a large-sample study based on a survey and statistical analyses to investigate the use of PMTT. Evidence emerged that some PMTT should be used in a certain phase of a project and such uses contribute to project success.

Project portfolio selection: From past to present

The objective of this paper is to summarize the past and present literature on project portfolio selection. In particular, it highlights six groups of project portfolio selection methods. Based on the literature review, the content of this paper could be used as a basis for future study in this topic.

Impact of Project Management Standardization on Project Effectiveness

Abstract This article explores the impact of project management (PM) standardization on project effectiveness. It emerged from the observation of three companies: Intel, Armstrong World Industries, and Oregon Anesthesiology Group. Respectively, each has successfully focused on schedule-driven, cost-driven, and cost-quality-driven project effectiveness. To increase project effectiveness, what PM strategies could these and other companies use? To answer this question, we surveyed 239 project managers and team members from various industries and organizations in the U.S. and Canada. From the responses, we identified cross-industry benchmarks that promote higher project effectiveness based on PM standardization. The benchmarks show that organizations with higher levels of certain types of PM standardization gain higher project effectiveness. Standardization—including PM culture, structure, and systems—does not automatically lead to higher project effectiveness. Also, in pursuing PM standardization, organizations need to differentiate depending on their situation.

Systems approach to strategic project management

Abstract Enhancing project results is the challenge facing project managers. In response, they assess various ways in which project results can be improved. One of these ways is related to strategic project management. This paper addresses a systems model of strategic project management which can help the project manager improve the project results. The model has been tailored to provide a framework for controlling the environmental elements usually referred to as the external project stakeholders, and the interactions between the elements of the project management.

Echoes of the Silent Language of Project Management

Despite business globalization, many U.S. project managers are facing a danger—the inability to operate in multicultural projects. Sensing the danger, companies deploy cross-cultural training programs. The programs deliver dismal performance when it comes to improving multicultural project management. The reason: they leave intact the old belief that one project management fits all cultures. This paper discards the old belief and offers a new paradigm that project team members with different cultural backgrounds interpret the same project management practices differently. It is this paradigm—termed the silent language of project management—that removes the danger.

Using Strategic Fit for Portfolio Management

We focus in this paper on a tool to improve portfolio management. More precisely, of the three major goals that Cooper et al. specify for project portfolio management - selecting the MVP projects, balancing portfolio, and aligning project portfolio with strategy- goal three attracted our attention. Even more precisely, we look to use strategic fit for the goal three. For this reason, we need to use concepts of diverse disciplines of project management, business strategy, portfolio management and alignment business strategy with project management. The theory building literature stream is also reviewed to gain better understanding of how to build a theoretical model of using strategic lit approach for portfolio management. Finally, we conclude this paper laying down concept of our ideas to use the strategic fit.

Assigning projects to project managers in a multiple-project management environment: a pilot study of a decision support model

Project assignment is considered one of the most critical project decisions since it influences the performance of projects, and eventually the performance of the organization. Despite its importance, the literature reveals two major gaps on project assignment criteria and methodology. To close these gaps, this study proposes an additional set of project assignment criteria and a systematic methodology for project assignments (DSM). By using the concepts of these case study research combined with a literature review, the important potential criteria for project assignments are identified. These criteria are used in conjunction with the concepts of the analytic hierarchy process (AHP) and the integer programming (IP) to develop a DSM for one company. The DSM is executed and validated with the companys information. As a past of this research project, this paper illustrates the results of the pilot study to be developed for the feasibility study of the DSM development.

Quality improvement: what is in it for the patient?

The improvement of health care service has a great effect on patient satisfaction. During the service delivery, the health care organization attempts to answer the reasonable expectations of patients. The expectations relate to many service dimensions, among them the phone system, appointment availability and waiting times. The research questions of this study are: can the implementation of quality initiatives improve patient satisfaction with the phone system, appointment availability and waiting times and do patients from diverse cultural backgrounds exhibit different levels of satisfaction? The study was undertaken in a public clinic, with a culturally diverse clientele, including 194 patients. The authors use a combination of the longitudinal and cross-sectional research design to test the propositional model. The findings show that the implementation of the quality initiative significantly improved patient satisfaction with the appointment availability and waiting time. On the other hand, the implementation of the quality initiative did not improve patient satisfaction with the phone system. Some culturally diverse patients exhibited different levels of expectations of the care provider and quality in terms of patient satisfaction with the appointment availability.