مدیریت پروژه مدیریت استراتژی پروژه به نمایندگی به عنوان یک مجموعه فرایند مبتنی بر حوزه های مدیریت و اثرات آن بر استراتژی مدیریت پروژه

Project Management is not as consistently effective as it ought to be. If we re-examine some of the examples of failures or poor performance we can see that the causes often originated in poor management particularly at the front-end during strategy formulation, rather than poor downstream execution. Yet most of the project management literature concentrates on the execution tools and techniques rather than the effective development and deployment of project management strategy within a total process concept. An initial process model of project management was presented at the IPMA 15th World Congress in May 2000. This paper reports on further research, developing the model and its deployment, to place project management and project management strategy in the context of business development. Adding value to the business and leading to a reappraisal of the role of project managers in a global energy company.

Project management is not as consistently effective as it ought to be in delivering bottom line improvement when used in the business context. Even when projects are completed on time and to budget, the result is often less effective than the business required or hoped for. If we re-examine some of the studies of failure or poor performance we can postulate that the causes often originate in poor management particularly at the front-end during strategy formulation, rather than poor downstream execution. Yet there is a paucity of research and literature addressing effective strategy for developing and deploying projects and conversely, there is very little in the business and management literature on how business strategy should be translated into projects. The term ‘project management strategy’ is used to mean a strategy for the management of a project to differentiate the concept from a ‘project strategy’ which usually refers to a high level plan for achieving a given project's objectives.

The 2002 Project Management Domain Model serves as a model of project management that assists and allows a customised project management strategy to be created. A possible avenue for improving project performance lies in convincing the business managers of the benefits that project management has to offer outside a limited reputation for project implementation and that management in project mode is an option that has been undervalued to date. The concept of a development process may facilitate this culture change and raise the profile of the discipline and project management community.7