Projectification of the organisational world

Projectification of the organisational worldIt is fascinating to observe from the circumspection and occupancy sciences, how organisations be changing their structural behavioursNowadays, it is hard to imagine an organisation that is non engaged in some(prenominal) kind of look activity. Over the past decade, organisations have been turning from operations to bedevil oversight as part of their competitive advantage scheme.Organisations atomic number 18 at a time redefining their contrast structures by adopting see focus practices, frankincense Maylor et al. (2006, p.663) point forbidden that redactification is the suffice that comprehends disposalal changes through a process where work is managed by jut outs. We should because look at projects as projectification means to get to the implementation of system although it might be a realistic statement, it still has a more in dept reasoning behind it and we hope this document leave enlighten this further.Project s as the fundamental of projectification are defined as temporary organizations created to deliver single or more bank line products translated in to project objectives according to their business case requiring specific competencies or skills for a pre-determined period of time according to The region of Governament Commerce (OGC, 2009, p.31). However, Maylor et. al. (2006, p.664) have a different designation of projects, asmanagerial tools and structures for innovation and change.Other interconnected concepts related to projects will be further explained looking at the projectification of the organisational world.Maylor et. al. (2006, p.663) support that there are two completely opposite ideas among the managerialist concept of a project as a way to control and the idea that projects are flexible and less bureaucratic structures and as m both commentators according to Morris and Jamieson (2005, p.8) cite, they position projects as more appropriate for implementing moot strate gies. despite the to a higher place, Maylor et. al.(2006, p.664) citing Davies, Brady and Hobday point out that organisations are finding that traditional organizational structures (i.e. with departments, business units and divisions) are no longer appropriate. However, Haniff and Fernie (2008) defend that projectification is non always thrown as the most favourable process and it post become problematic if different organisations running(a) together do not have the same projectification approach. Thus, projectification is not seen as a firm solution, i.e. in the perspective of delivering deliberate strategies. That might be the case in the construction sector where Haniff and Fernie (2008, p.9) state thatit is unworldly to assume that any pre-determined project plan can be simplistically implemented.According to above pessimistic view, Maylor et. al. (2006, p.667) check over that we might face barriers to projects being carried out, this might in turn show that is an unwante d consequence of the projectification process but one to account for as limitations in the implementation of the organizational strategy whitethorn emerge. Despite these limitations, Maylor et. al. (2006, p.664) citing Packendorff and Hodgson support that there is an evidence of increasing belief of projectification through projects. This is stated by Morris and Jamieson (2005, p.5), they believe that unified strategy is now a means of thinking through and articulating how an organizations corporate goals and objectives will be achieved. This submit us towards how Bracker cited in Shirley (1982, p. 263) characterises business strategyas an environmental or situational analysis to determine a firms posture in its field and if the firms resources are utilized in an appropriate manner to attain its study goals.Some consider that business strategy is folded in strategic initiatives such as Morris and Jamieson (2005, p.5), explain that these initiatives are often clustered into port folios of programs and projects for implementation, whose support is given by organization roles in particular project workers and managers as Packendorff and Hodgson cited in Maylor et. al. (2006, p.664) emphasize. Again, Maylor et. al. (2006, p.666) agree these developing roles are a consequence of projectification as well as the attempt for authority by project managers. These are responsible for the supplying, delegating, monitoring and control of all aspects of the project, and the motivation of those at heart the temporary organization to achieve the project objectives within the expected project performance measures, time, cost, quality, scope, benefits and risks according to OGC (2009, p.4). Gaddis (1969, p.96) makes a mature point when distinguishing tactics from strategy doing the analogy to the advanced-technology project manager and the research administrator, where the first is considered the tactician and the another(prenominal) the strategist. Therefore, project managers are not directly seen as a strategy deliver role as Morris and Jamieson (2005, p.6) citing Thomas, Delisle, Jugdev, and Buckle argue. In addition project managers are seen as strongly execution oriented role, as per project management responsibilities, and as such, they are not perceived as strategically important by senior managers.Although, Pellegrinelli and Bowman (1994, p.126) see that projects are grouped in designs to actually achieve beneficial changes of strategic nature for an organisation.Unlike project management, Pellegrinelli, Partington and Young cited in Morris and Jamieson (2005, p.8) see implementation of strategy through programme management, as well as McElroy cited in Morris and Jamieson (2005, p.6) emphasizes the consume for senior management involvement for successful strategy implementation. A more realistic view from Morris and Jamieson (2005, p.8) is that many commentators position projects as more appropriate for implementing deliberate (planned ) strategies, while considering programmes for both deliberate and emergent (unplanned) strategies. Including the view of the Association for Project Management (APM) cited in Morris and Jamieson (2005, p.6) for good governance practice is that now clearly requires confederation between business, portfolio, programme and project plans, and transparent describe of issues throughout the strategic hierarchy as well as Morris and Jamieson (2005, p.6) defend that these should have a reciprocal relationship.Morris and Jamieson (2005, p.8) bring to this context that corporate strategy is not translated into project strategy by a simplistic process. It is further complex and it requires an extensive range of management competencies and a clear definition of roles and responsibilities. See convention 1 below. predict 1 Organisations Strategic HierarchySubsequently, Morris and Jamieson (2005, p.16) defend that the hierarchy of objectives and strategies, represented in Figure 1 by the int erconnectivity between those 5 blocks, enable organizations to cascade strategy in a self-opinionated way, such as the Archibalds model mentioned in Morris and Jamieson (2005, p.6) specifies, objectives and strategies are developed at the policy, strategic, working(a) and project levels and cascaded down, thereby ensuring co-occurrence and continuity of strategy. Partington cited in Morris and Jamieson (2005, p.6), suggest three levels of strategy (See Figure 1) as corporate, business and operational being operational level focussed on programmes and projects. Yet, according to Morris and Jamieson (2005, p.6), this hierarchy of objectives and strategies can generally be formed as a result of using a strategy planning process which in turn can be a highly good mean of structuring and managing strategy, and communicating it to the organization and throughout.Johnson and Scholes cited in Morris and Jamieson (2005, p.5) highlight that,strategic management is often ambiguous, complex and dynamic, fundamental and organization-wide, and generally has long-term implications.Although, there may be pre-established strategy planning processes and practices, strategy may not be crystalized in a straightforward way as many planners assume according to Morris and Jamieson (2005, p.6). Baker, Bard, Cooper and others cited in Srivannaboon and Milosevic (2006, p. 494) argue that reorient project management with the business strategy is not a clear process but Gomolski cited in Rathnam (2004, pp. 2-3) defend that with business ownership and accountability can lead the way to ensure alignment of business strategy. Most studies link business strategy with project management through project selection and see that as part of the alignment process. Others such as Thompson cited in Henderson and Venkatraman (1990, p.26), see alignment made not only of static elements but a combination of strategy dynamics and behaviors which are managed by orthogonal factors to the organizatio n. Supporting this view, Mintzberg and Waters (1985, P. 271), argue that managing requiresa light deft touch to direct, in order to realize intentions while at the same time responding to an unfolding pattern of actions.Again, the interaction between projects or programmes and the organizations strategy may be both deliberate and emergent when attempting to implement the intended strategy, according to Grabher, cited in Morris and Jamieson (2005, p.6).The UK Office of Government Commerce (OGC) in Morris and Jamieson (2005, p.8) considers the alignment between strategy and projects to be one of the main benefits of programme management. However, this seems out dated regarding recent guidance on governance. It is expected that increasing need to understand this alignment issue will be translated in to more literature and experience based contributions on this subject.The project management has become an important business process for organizations and Srivannaboon and Milosevic (2006, p.493) support that project management and the business strategy alignment help organizations to focus on the right projects, given the objectives of the business strategy. On the other hand, any misalignment may cause an organization to lose market opportunities and the organizations recovery process might be difficult. Therefore, to effective project management and to achieve the business strategic alignment it is required to have a deeper mind of these complexities. Accordingly to Shirley (1982, p. 268) it is in the study of such complexities in relation to internal strengths, weaknesses, and values of the organization that students and skill are challenged and as well confused with processes involved in strategy making.This is furthermore complex when various organisations are working together to deliver the projects objectives and therefore the business strategy. Accordingly to Haniff and Fernie (2008, p.9), each individual organisation has got their one project strategy th at aligns with the organizational strategy. This results in individual team members influencing at some level the project strategy by creating an emergent project management strategy. Similarly, Jamieson and Morris cited in Srivannaboon and Milosevic (2006, p.495) suggest that most of the elements of the strategic planning process, such as internal analysis, organizational structures, and control systems, are strongly linked to project management processes and activities and thereby strongly influence intended business strategies. Accordingly to Mintzberg and Waters (1985, p.272) this strategic control mentioned above may be in managers which is further recognized by the patterns and actions of managers on their own actions within the organization configuration.Despite project management processes, other issues co-exist such as the lack of a single perspicuous project strategy that can lead to loss of business understanding and directly influencing the link between business strateg y and project implementation which may be extremely affected according to Morris and Jamieson (2005, p.11). In addition, Rathnam (2004, p.2) draws attention to research made by others that leads us to communication and understanding to be the strategy alignment problem. Morris and Jamieson (2005, pp.7-8) also point out that the business and operating requirements of a project frequently affect the project strategy significantly. Per instance, in the IT industry as Rathnam (2004, pp.4-5) shows, the lack of business strategy, lack of focus on business process, misalignment between business areas and organization structural barriers, lack of an enterprise-wide view, business against IT mentality, lack of awareness in need for strategy alignment, difficulty in communicating and understanding IT, resistance to escalate misalignment conflicts to executive management and quick rate of technological change where considered the main gaps for strategy alignment. Cicmil et. al. (2006, p.679) argue that,If projects fail because of miscommunication and failure to meet expectations, what is it just about project management that makes this happen so much in a project environment?Projects are very complex and characterized by issues related to uncertainty, control and mutual interaction among project intervenients according to Cicmil et. Al. (2006, p.676). In addition Cicmil et. al. (2006, p.683) claims that management actions to accelerate perturbed projects make the problem worse which is the case when the project is heavily time-constrained. Avots (1969) adds that the upon man appointed as project manager, lack of support from the company management, inadequate task definitions, management techniques not appropriate or project termination not well planned are also the reasons for a project failure. Despite the fact that organisations may be using projects to secure business benefit, Midler cited in Maylor et. al. (2006, p.669) question whether this is actually being ach ieved by these management practices.The existing concepts for what constitutes a project may not be in agreement within the project management practitioners community. Also the temporary organisation (project team) and prevision of the project outcomes may not be consistent with all intervenients. This is a result of organisational projectification and as such we shall reconsider the term project given this paper.It is evident that in a multi project level is where we can find a bigger gap in maintaining the strategic alignment through project management and projects. Therefore this presents an area of great interest for both practitioners and scholars.Different project management approaches and methodologies are now being used by organizations at all stages of the project life cycle with project strategy development, review and optimization occurring at specific points.A high percentage of organizations define the personal project management competencies required to develop projec t strategy.Several organizations stressed the leadership qualities that they expected of their executives in determine and delivering strategy, at both the project level as well as the corporate level. It can be concluded, therefore, that although project strategy management is an underexplored and insufficiently described subject in the business and project literature, it is, in fact, a relatively well-trodden area, deserving of more recognition, formal study, and discussion.(Word count Max 2500)