Students: Dissertation: Sabin Srivannaboon
Sabin Srivannaboon
ABSTRACT
Recognition of the strategic importance of project management (PM) in the corporate world is rapidly accelerating. One reason for this may be a strong belief by business leaders that aligning PM with business strategy can significantly enhance the achievement of organizational goals, strategies and performance. However, empirical literature that offers advice on how to achieve this alignment is scant. This dissertation addresses this deficiency by thoroughly exploring PM/business strategy alignment. An empirically based theoretical framework is developed that addresses both the configuration of PM as influenced by the business strategy (and vice versa) and the process of achieving business strategy/PM alignment.
The methodology in this dissertation was case study research. Multiple sources of data (interviews, document reviews, etc.) were used to analyze and triangulate emerging information for eight case studies covering nine projects in seven organizations. Over 40 interviews were conducted with executives, PM officers, project managers, team members and customers. A panel of experts from academia and industry validated the essential findings.
The study developed an empirically grounded theoretical framework with two major and novel aspects. First, the research found that business strategy realizes its influence on PM via the competitive attributes of the business strategy (e.g., time-to-market, quality leadership, cost leadership). These competitive attributes are used in a deliberate fashion to determine the configuration and emphasis placed on different PM elements (e.g, strategy, organization, process, tools, metrics, culture). The second aspect relates to the detailed alignment process, including strategic planning, project portfolio management, and project life cycle management. Projects are first selected into the project portfolio to support the implementation of business strategy. Then, during project execution, alignment with business strategy is monitored, and information is fed back to business leaders to allow for adaptation of business strategy?a process referred to as an emergent strategy approach ? or redirection of the project.
The study adds to the PM body of knowledge a theoretical framework for PM/business strategy alignment, along with guidelines to help organizations translate business strategy into PM actions, both in terms of the project configuration and the process for achieving strategic alignment. The study also provides a new method for measuring PM/business strategy alignment.
Wednesday, June 1, 2005
DISSERTATION COMMITTEE
Dragan Z. Milosevic, Chairman
Wayne W. Wakeland
Charles Weber
Al Herman
Robert Sinclair, Graduate Studies Rep.
