Strategic Project Management — Project Strategy and Measurement of Success

Dejan Petrović, Marko Mihić and Vladimir Obradović

Chapter 14 in Innovative Management and Firm Performance, 2014, pp 276-289 from Palgrave Macmillan

Abstract: Abstract Relevant research has shown (The Standish Group Reports, 2009) that a large number of organizations do not achieve the set goals in the execution of their projects — the completion of the project in the predicted time period, within the budget, and with the agreed quality, among others. On the other hand, a more serious problem is that many of them seem to fail to achieve business goals, while it is a commonplace that the desired results fail to be achieved in either group. The majority of organizations strive to improve the execution of their projects in a traditional way, for example, through employees’ education, work process improvement, introduction of software support, etc. The focus on these elements only results in a limitation as to how much the effectiveness and efficiency of the project execution can be improved, especially from the aspect of the organization achieving its goals. In order to achieve a higher competitive advantage, the real improvements have to be closely linked to the strategic aspect of project management.

Keywords: Project Management; Strategic Management; Business Strategy; Portfolio Management; Project Success (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-40222-6_14

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DOI: 10.1057/9781137402226_14

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