engleski

Strategic Project Management

Contextual aspects of individuals working in project, programme and portfolio (3P) environments have gained importance over the technical ones, i.e. tools and procedures. Although the 3P execution efficiency and effectiveness is critical to the success, the way the 3Ps are related to its context, i.e. facilitate business transformation, continuous improvement, organizational change, value creation and strategy implementation ; is crucial for achieving the long term goals of an organization. The current research shows that the top performing organizations are the ones willing to pursue standardization, talent management and strategic alignment. Therefore organizations need to understand how to run projects, programmes and portfolios towards fulfilment of their desired strategies. This paper shows how to communicate strategic goals throughout the organization, develop key performance indicators on different levels and thus manage strategic performance from the perspectives of programmes and projects. At the end the paper brings success factors for implementing the framework. The paper also explains how IPMA Individual Competence Baseline, version 4.0 supports such an approach. However the paper also highlights the scarcity of the individual competences published for supporting such a system and calls for further research to change the mind-sets of employees and shift the paradigm from the traditional 3P management into the strategic one.

Strategy; project; programme; performance management; KPI

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