Fitting project management capability to strategy

Lynn Crawford

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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Abstract

Project management is now recognized as an organizational capability and there are numerous generic maturity models providing one size fits all approaches to what is considered to be best practice. Both maturity models and best practices are problematic. Maturity models typically suggest that all firms must strive to progressively achieve prescribed levels of practice across the same range of best practices. But what constitutes best practice for whom and under what circumstances? If we look at an organization.s project management systems, although they may have similarities across firms, they are operating in different contexts, driven by different strategies. What may be best for some may not be best for others. The effect of different context and business strategies on focus and configuration of project management systems leads to the question: what configuration of organizational project management capability offers the best fit with specific markets and their strategic drivers? This paper presents results of research that begins to provide a basis for developing maturity and excellence models that are sensitive to context.
Original languageEnglish
Title of host publicationProceedings of the 8th Annual Project Management Australia conference (PMOz)
Subtitle of host publicationProject management at the speed of light
Place of PublicationBrisbane, Queensland
PublisherEventCorp Pty Ltd
Pages1-9
Number of pages9
ISBN (Print)9780980768039
Publication statusPublished - 2011
EventAnnual Project Management Australia conference (PMOz): Project management at the speed of light - Sydney, Australia
Duration: 2 Aug 20115 Aug 2011
Conference number: 8th

Conference

ConferenceAnnual Project Management Australia conference (PMOz)
CountryAustralia
CitySydney
Period2/08/115/08/11

Fingerprint

Maturity model
Project management
Best practice
Management capability
Management system
Excellence model
Organizational capabilities
Business strategy

Cite this

Crawford, L. (2011). Fitting project management capability to strategy. In Proceedings of the 8th Annual Project Management Australia conference (PMOz): Project management at the speed of light (pp. 1-9). Brisbane, Queensland: EventCorp Pty Ltd.
Crawford, Lynn. / Fitting project management capability to strategy. Proceedings of the 8th Annual Project Management Australia conference (PMOz): Project management at the speed of light. Brisbane, Queensland : EventCorp Pty Ltd, 2011. pp. 1-9
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Crawford, L 2011, Fitting project management capability to strategy. in Proceedings of the 8th Annual Project Management Australia conference (PMOz): Project management at the speed of light. EventCorp Pty Ltd, Brisbane, Queensland, pp. 1-9, Annual Project Management Australia conference (PMOz), Sydney, Australia, 2/08/11.

Fitting project management capability to strategy. / Crawford, Lynn.

Proceedings of the 8th Annual Project Management Australia conference (PMOz): Project management at the speed of light. Brisbane, Queensland : EventCorp Pty Ltd, 2011. p. 1-9.

Research output: Chapter in Book/Report/Conference proceedingConference contributionResearchpeer-review

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Crawford L. Fitting project management capability to strategy. In Proceedings of the 8th Annual Project Management Australia conference (PMOz): Project management at the speed of light. Brisbane, Queensland: EventCorp Pty Ltd. 2011. p. 1-9