Project management systems: Moving project management from an operational to a strategic discipline

Terrence J Cooke-Davies, Lynn Crawford, Thomas Lechler

Research output: Contribution to journalArticleResearchpeer-review

Abstract

This article illustrates one aspect of the concept of “fit” between an organization's implementation of project management and its organizational context by exploring how the underlying drivers of an organization's strategy might influence not only the nature of the projects that it undertakes, but also the appropriateness of the arrangements that it makes to manage those projects. Using a model conceptualized from the literature on strategic management, an analysis of four organizations that have made significant investments in project management over the past 5 years supports the hypothesis that the degree of “fit” between an organization's strategic drivers of value and the configuration of its project management system influences the value it obtains from project management.
Original languageEnglish
Pages (from-to)110-123
Number of pages14
JournalProject Management Journal
Volume40
Issue number1
DOIs
Publication statusPublished - 2009

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Cooke-Davies, Terrence J ; Crawford, Lynn ; Lechler, Thomas. / Project management systems : Moving project management from an operational to a strategic discipline. In: Project Management Journal. 2009 ; Vol. 40, No. 1. pp. 110-123.
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Project management systems : Moving project management from an operational to a strategic discipline. / Cooke-Davies, Terrence J; Crawford, Lynn; Lechler, Thomas.

In: Project Management Journal, Vol. 40, No. 1, 2009, p. 110-123.

Research output: Contribution to journalArticleResearchpeer-review

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