آیا استراتژی از طریق پروژه ها اجرا شده است؟ شواهد خلاف انتظار از یک رهبر در مدیریت عمومی جدید
|کد مقاله||سال انتشار||مقاله انگلیسی||ترجمه فارسی||تعداد کلمات|
|8660||2012||14 صفحه PDF||سفارش دهید||محاسبه نشده|
Publisher : Elsevier - Science Direct (الزویر - ساینس دایرکت)
Journal : International Journal of Project Management, Volume 30, Issue 8, November 2012, Pages 887–900
This paper reports on the effectiveness of the project management and investment frameworks in the State of Victoria. It finds project management and investment practices comparable to best practice but also finds 100 billion dollars invested in projects over the past decade without any evidence of improvement in strategic goals. It concludes that there may be systemic deficiencies in our project management and investment frameworks. It suggests that deficiencies in the way projects are currently selected and managed limit the capability to realise strategic goals. Future research to develop programme management, portfolio management and project governance is recommended to increase the likelihood that strategy will be implemented
This paper reports on the effectiveness of the project management and investment frameworks in the State of Victoria. This is of general interest because the State of Victoria is considered to be one of the international leaders in New Public (Greve and Hodge, 2007). New Public Management is relevant to both the private and public sectors because it is an approach that applies private sector management techniques to the public sector to improve efficiency and outcomes (Barzelay, 2001). The Victorian Auditor-General's Office (VAGO) believed that the Victorian project management and investment frameworks were at the forefront of industry practice but were concerned that the same problems were being found in project performance audits. They commissioned the research in this paper after new developments were pioneered in Australia in the area of IT project governance (AS8016, 2010, HB280, 2006 and ISO 38500, 2008). Their objective was to evaluate the Victorian project management and investment practices against the academic literature and new Standards to assess the likelihood of systemic weaknesses. The research questions reported in this paper are: • Project success—are projects undertaken within the Victorian Public Sector to realise strategic goals (as suggested by the new project governance standards)? • Are the Victorian Public Sector project management and investment frameworks comparable to best practice? Are there any systemic weaknesses? These research questions are of interest to the project management community because the research is being conducted in what is expected to be an exemplary case. If any deficiencies are found in the State of Victoria it is likely that these deficiencies will be more widespread. The first question is also of general interest because it provides a context to explore whether projects are undertaken to implement strategy in practice and whether strategies are actually being implemented. This paper will proceed by summarising the literature that will be used to evaluate the project management and investment frameworks in the State of Victoria. The methodology to gather data will then be discussed. The results will then be presented. The results will be discussed and finally conclusions will be made to summarise the key findings.
نتیجه گیری انگلیسی
Victorian project management and investment frameworks were found to be comparable with and sometimes better than ‘best practice’. Despite this, there was no evidence that strategic goals had improved in any Agency despite very aggressive project investment in the period being studied. These findings contradict the expectations in the literature and from high level Victorian Government policy statements suggesting projects are undertaken to implement strategy. This suggests that there are systemic deficiencies not only within the State of Victoria, but with project/programme/portfolio/governance/strategy practice in general. The implication, because the State of Victoria is an exemplary case, is that projects may not be contributing to the realisation of strategic goals more generally. If so, this is an issue of major concern because projects are the key enabler of strategies to respond to the new economic environment. The research may be the first empirical evidence to suggest that projects generally may be failing to contribute to strategic outcomes. The research was undertaken in the context of high project failure rates. However the research did not directly study the relationship between project failure and strategy, the research compared total project expenditure, the realisation of strategic goals and adequacy of investment frameworks. The findings suggested that independent of project success or failure, projects had negligible contribution to organisational strategy in two of the largest Agencies. This implies a much broader relationship than with just project failure. What it suggests is that there is a systemic weakness in the way projects are selected and governed. The most significant deficiency appears to be in the area of programme management—a failure to clarify how individual projects contribute towards strategic goals. Expressed another way, it suggests that even if projects were to consistently succeed, deficiencies in the way that projects are currently selected provide no assurance that they will support strategy. This conclusion is particularly significant because projects are essential to deliver performance improvements that respond to structural changes in the economy. Demographic realities suggest that business-as-usual efforts will not maintain even the current levels of performance. 6.1. Limitations and further research The findings in this paper have been presented for critical feedback at two different academic forums, one being a workshop on top management teams and business strategy research and the other a workshop on project management. However, the research reported in this paper is limited by the short timeframe in which it was conducted. There was not the time to more thoroughly explore beyond two large Agencies to see if strategies had been realised but unreported or strategies had been pursued that were different to those reported in strategic plans and annual reports. If the project investments could never have been expected to impact strategic goals, the results may be entirely spurious. However, these limitations are moderated to some degree by the extensive review of both knowledgeable insiders (VAGO executive) and external academic audiences. Further research is called for to investigate the initial findings in this paper. A follow up study should be performed to see if VAGO finds evidence of improvement in the strategic goals of other Victorian Agencies. Further research is called for to investigate whether these findings can be replicated in other state or federal government Agencies, in other countries, or in the private sector. Further research is recommended in the areas of portfolio management, programme management and project governance to see whether current practice is deficient with respect to strategy. These disciplines could also be investigated to see if they can be developed to bridge the discourse between top managers and project managers. If they could be developed to reflect current dynamic conceptions of strategy it is possible that they could be used to increase the realisation of strategic goals.