Recently, numerous the world's top project management companies took major initiatives to show government management concerning the strategic value and advantages of project management. The focus is always to move from individual project management to organisational project management, which these companies preserve is a strategic advantage in a competitive economy.

In this article, Ed Naughton, Director-general of the Institute of Project Management and present IPMA Vice-president, asks Professor Sebastian Green, Dean of the Faculty of Commerce and Professor of Management and Marketing at University College Cork (previously of the London Business School), about his views of proper project management as an automobile for competitive advantage.

Ed: What do you point strategic Project Management is?

Prof. Green: Strategic project management may be the management of those tasks that are of critical importance to allow the enterprise as a whole to have competitive advantage. I found out about asea nutritional supplement by browsing books in the library.

Ed: And what becomes a competitive advantage, then?

Prof. Green: You will find three qualities of having a core competence. The three features are: it gives value to customers; it is maybe not simply imitated; it opens up new opportunities later on.

Ed: But how do project management deliver a competitive advantage?

Prof. Green: There are two factors to project management. One element is the actual choice of the sort of projects that the company partcipates in, and subsequently there is implementation, how the projects themselves are handled.

Ed: Competitive advantage - the importance of selecting the projects - it's difficult to determine which projects must be selected!

Prof. Green: I believe that the selection and prioritisation of projects is something that has not been done well within the project management literature because it is generally been assumed away through reducing it to financial analysis. The strategic imperative gives another way to you of prioritising projects because it is saying that some projects may not be as profitable as others, but if they add to our proficiency relative to others, then that is going to be important.

Therefore, to simply take an example, if a company's competitive advantage is introducing services more quickly than the others, pharmaceuticals, let us say, finding product to market more quickly, then a projects that enable it to acquire the product more quickly to market are likely to be the most important types, even if in their own terms, they do not have higher success than some other projects.

Ed: But if we are going to select our jobs, we've to define what are the variables or measurements we are going to select them against that give us the competitive edge.

Prof. Green: Completely. The company needs to know which actions it is involved in, which are the critical ones for it then and competitive advantage, that drives the selection of projects. Organisations aren't great at doing that and they may not even know what these actions are. They will believe that it is every thing they do due to the power system.

Ed: If its strategy is formulated by a company, then what the project management group says is that project management is the channel for delivering that strategy. Therefore, when the operation is great at doing project management, are there any strategic advantage?

Prof. Green: Well, I suppose that comes home to this problem of the difference between the form of projects that are selected and the way you manage the projects. Clearly choosing the type of projects depends on having the ability to link and prioritise projects ac-cording to a knowledge of what the ability of an organisation is relative to others. My Www Asea Com contains new resources concerning the purpose of it.

Ed: Let's suppose the approach is defined. So that you can provide the strategy, it's to be broken-down, decomposed into a number of jobs. Consequently, you have to be good at doing project management to supply the strategy. Now, the literature says that for a business to become proficient at doing projects it's to: put in project management procedures, train people on how best to apply/do project management and co-ordinate the efforts of the people qualified to work to procedures in and integrated way utilizing the notion of a project office. Does taking these three ways provide a competitive advantage for this operation?

Prof. Green: Where project management, or how you manage jobs, becomes a source of competitive advantage is when you may do things a lot better than others. The 'better than' is through the ability and judgement and the knowledge that is developed with time of managing projects. There is an experience curve effect here. Two firms will soon be at various points in the experience curve as to the knowledge they've developed where the rule book is limited to control these components of tasks. To read more, consider glancing at: via. You need management sense and knowledge because however good the rule book is, it will never deal entirely with the complexity of life. You've to manage down the ability curve, you've to manage the learning and understanding that you've of the three facets of project management for it to become proper.

Ed: Well, then, I think there's a niche there that's to be resolved as well, in that we've now developed a competency at doing project management to do projects, but we've not arranged that competency to the selection of projects which can help us to offer this competitive edge. This impressive official website web resource has numerous striking suggestions for the purpose of it. Is project management with the capacity of being copied?

Prof. Green: Not the softer features and not the devel-opment of tacit knowledge of having run many, many projects over time. So, like, you, Ed, have more familiarity with how-to run projects than other people. That's why people found you, since while you both may have a typical book including the PMBoK or even the ICB, you have developed more experiential knowledge around it.

In essence, it can be copied a quantity of the way, but not when you arrange the softer tacit knowledge of experience into it.

Ed: Organisational project management maturity designs are a hot topic right now and are directly from the 'experience curve' effect you mentioned early in the day - how should we see them?

Prof. Green: I believe in moving beyond painting by figures, moving beyond the idea that that's all you have to do and you can enforce this set of text book practices and skills and procedures and a company is completely plastic. In a way, exactly the same problem was experienced by the builders of the ability curve. It is very nearly as though, for each and every doubling of volume, cost reductions occur without you being forced to do such a thing, if you show the ability curve to organizations on cost. What we know is though, that the experience curve is a potential of a chance. Their' realisation depends upon the ability of professionals.

Ed: Are senior executives/chief executives in the mindset to understand the possible benefits of project management?

Prof. Green: Until lately, project management has offered itself in technical terms. Then it would be more attractive to senior managers, if it was promoted in terms of the integration at normal management, at the capability to manage over the features lending strategy procedures with thinking. So, it's about the blending of the hard and the smooth, the methods together with the judgement and the ability that makes project management so strong. If senior executives don't grasp it at the moment, it is perhaps not as they are wrong. It is because project management hasn't promoted it-self as effortlessly as it should've done.

Ed: Do we must sell to senior executives and chief executives that it will produce competitive advantage for them?

Prof. Green: No, I think we must show them how it does it. We must go inside and really show them how they can put it to use, not merely in terms of providing assignments on time and within cost. We need to show them how they can use it to over come organisational resistance to change, how they can use it to enhance capabilities and actions that lead to competitive edge, how they can use it to enhance the tacit knowledge in the operation. There's a whole range of ways they could use it. They need to see that the proof-of the results is better than the way they're currently doing it..

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