Reinforcing Project Management in Functional Organizations with Business Process and Change Management
A Guide to the Project Management Body of Knowledge (PMBOK® Guide)—Fourth Edition, outlines a project management framework that focuses on nine management areas. The framework is one of the essential ingredients for a project’s success; this framework, however, operates at a micro-level and focuses on how to initiate, plan, execute, and monitor and control individual projects to drive the values they commit to deliver.
Organizations are not only concerned with the success of one project; they also want macro-level project success (e.g., on-time and within-budget project rates) over time. In this context, we need to focus on the factors that affect organizations’ readiness and maturity toward project management, and organizational structures are one of the key factors affecting this.
This article reviews how organizational structures can shape enterprise environments that influence project management and illustrates, through a commercial organization’s case, how business process and change management initiatives can address project management issues in functional organizations. Specific emphasis is placed on how business process and change management should focus on tackling such challenges, and the issues that need to be considered for making this improvement successful and sustainable.
Organizational Structures and Project
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