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Project and Program Management as Enablers of Organisational Strategy Execution and the Role of Enterprise Portfolio Management Office in the Management Value Chain /

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Project and Program Management as Enablers of Organisational Strategy Execution and the Role of Enterprise Portfolio Management Office in the Management Value Chain // Humphrey Nkobeng Matlala.
作者:	Matlala, Humphrey Nkobeng,
面頁冊數:	1 electronic resource (197 pages)
附註:	Source: Dissertations Abstracts International, Volume: 86-05, Section: A.
Contained By:	Dissertations Abstracts International86-05A.
標題:	Innovations. -
電子資源:	https://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=31715122
ISBN:	9798346551812

Project and Program Management as Enablers of Organisational Strategy Execution and the Role of Enterprise Portfolio Management Office in the Management Value Chain /
Matlala, Humphrey Nkobeng,

Project and Program Management as Enablers of Organisational Strategy Execution and the Role of Enterprise Portfolio Management Office in the Management Value Chain /Humphrey Nkobeng Matlala. - 1 electronic resource (197 pages)

Source: Dissertations Abstracts International, Volume: 86-05, Section: A.

Organisations continue to struggle in aligning and prioritising projects and programs to their strategy execution. Significant evidence still suggests that many organisations have not developed a process that clearly aligns projects and programs to their strategic plan execution. Even though research suggests that organisations with the strongest focus on projects and programs prioritisation outperform their counterparts (Pulse of the Profession, 2017), there is still a noticeable struggle amongst many organisations in bridging the gap between strategy formulation and implementation. Research also suggests that there are some projects that move along perfectly, that is, they meet almost every milestone set on them in terms of cost, quality, time and functionality, yet after delivery, they fall into decay and become unused or referred to as a "White Elephant".Organisations must ensure that they prioritise implementation of their formulated strategies accordingly to stay competitive in global markets. Often organisations that fail to properly plan the execution of their strategies finds strategy formulation as a fruitless exercise that never bears any results in the business.To bridge the chasm between strategy formulation and implementation, many successful organisations use projects and programs as a tool for implementing their strategic plans. Projects and programs play an important role in assisting organisations to realise their goals efficiently. If well-managed, this strategic intent could result in successfully overturning organisational fortunes that may result in market advantages and helping an organisation to be more competitive and to flourish.The absence of, or inadequacy of leadership, in strategic management processes has also led to strategy failures in many organisations. Literature shows that strategic leadership is important for strategic management, and often the role of strategic leadership is overlooked in many organisations.Enterprise Portfolio Management Office, abbreviated EPMO is a structure within the organisation that is tasked with bringing projects and strategy into realisation. This structure could assist in bridging the gap between the high-level strategic vision of an organisation, and its implementation. But research suggests that many organisations still battle to establish such a structure, and that leadership do not set clear responsibilities and goals of such an office.This research was conducted to investigate factors that contribute to the misalignment of projects and programs with organisational strategy execution, and the role that EPMOs play in ensuring that cohesion exists between strategy formulation and implementation. The study further investigated best practices that are used by other organisations, which are realising high alignment of projects and programs to organisational strategy execution.Both qualitative and quantitative research was conducted in the study, firstly qualitatively by means of interviews that were conducted with seven organisational leaders, also termed C-suite executives to understand how they execute their organisational strategy; who is involved in the execution; and what challenges they face during the execution. Quantitative survey questionnaires were then delivered to fiftythree respondents, who were qualified project managers across South Africa and very few were received from international respondents. The purposes of the quantitative questions were to correlate the answers provided in the qualitative research, whist simultaneously answering research questions and objectives of the study.

English

ISBN: 9798346551812Subjects--Topical Terms:

754112
Innovations.

Project and Program Management as Enablers of Organisational Strategy Execution and the Role of Enterprise Portfolio Management Office in the Management Value Chain /
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