From projects to programs to execute strategy: bridging the top management conceptual divide

Raymond Young, Simon Poon, Paul O'Connor

    Research output: A Conference proceeding or a Chapter in BookConference contribution

    Abstract

    Top management support is now thought to be the most important critical success factor. However a conceptual chasm has led to a lack of engagement between the top management and project management communities and high project failure rates have resulted and strategic goals have not been realised. A study of publicly-funded projects in the State of Victoria illustrates these issues and their significance. Strategy and the realisation of strategic goals have been introduced as a unifying concept with the potential to bridge the gap. Project management, portfolio management, programme management and project governance were reviewed to consider their role in strategic success and a model was developed to bridge the conceptual chasm. The highest priorities for developments in each of these fields were suggested to bridge the gap in practice. Programme management was highlighted with recommendations to develop more effective frameworks to facilitate strategic conversation and adaptation to overcome uncertainty arising from incomplete information.
    Original languageEnglish
    Title of host publicationThe project as a social system : Asia-Pacific perspectives on project management
    EditorsH Linger, J Owen
    Place of PublicationAustralia
    PublisherMonash University Publishing
    Pages131-150
    Number of pages20
    Volume1
    Edition1
    ISBN (Print)9781921867040
    Publication statusPublished - 2012

    Fingerprint

    Program management
    Top management
    Project management
    Strategic goals
    Failure rate
    Incomplete information
    Uncertainty
    Critical success factors
    Portfolio management
    Top management support
    Project failure
    Project governance

    Cite this

    Young, R., Poon, S., & O'Connor, P. (2012). From projects to programs to execute strategy: bridging the top management conceptual divide. In H. Linger, & J. Owen (Eds.), The project as a social system : Asia-Pacific perspectives on project management (1 ed., Vol. 1, pp. 131-150). Australia: Monash University Publishing.
    Young, Raymond ; Poon, Simon ; O'Connor, Paul. / From projects to programs to execute strategy: bridging the top management conceptual divide. The project as a social system : Asia-Pacific perspectives on project management. editor / H Linger ; J Owen. Vol. 1 1. ed. Australia : Monash University Publishing, 2012. pp. 131-150
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    abstract = "Top management support is now thought to be the most important critical success factor. However a conceptual chasm has led to a lack of engagement between the top management and project management communities and high project failure rates have resulted and strategic goals have not been realised. A study of publicly-funded projects in the State of Victoria illustrates these issues and their significance. Strategy and the realisation of strategic goals have been introduced as a unifying concept with the potential to bridge the gap. Project management, portfolio management, programme management and project governance were reviewed to consider their role in strategic success and a model was developed to bridge the conceptual chasm. The highest priorities for developments in each of these fields were suggested to bridge the gap in practice. Programme management was highlighted with recommendations to develop more effective frameworks to facilitate strategic conversation and adaptation to overcome uncertainty arising from incomplete information.",
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    Young, R, Poon, S & O'Connor, P 2012, From projects to programs to execute strategy: bridging the top management conceptual divide. in H Linger & J Owen (eds), The project as a social system : Asia-Pacific perspectives on project management. 1 edn, vol. 1, Monash University Publishing, Australia, pp. 131-150.

    From projects to programs to execute strategy: bridging the top management conceptual divide. / Young, Raymond; Poon, Simon; O'Connor, Paul.

    The project as a social system : Asia-Pacific perspectives on project management. ed. / H Linger; J Owen. Vol. 1 1. ed. Australia : Monash University Publishing, 2012. p. 131-150.

    Research output: A Conference proceeding or a Chapter in BookConference contribution

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    AB - Top management support is now thought to be the most important critical success factor. However a conceptual chasm has led to a lack of engagement between the top management and project management communities and high project failure rates have resulted and strategic goals have not been realised. A study of publicly-funded projects in the State of Victoria illustrates these issues and their significance. Strategy and the realisation of strategic goals have been introduced as a unifying concept with the potential to bridge the gap. Project management, portfolio management, programme management and project governance were reviewed to consider their role in strategic success and a model was developed to bridge the conceptual chasm. The highest priorities for developments in each of these fields were suggested to bridge the gap in practice. Programme management was highlighted with recommendations to develop more effective frameworks to facilitate strategic conversation and adaptation to overcome uncertainty arising from incomplete information.

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    Young R, Poon S, O'Connor P. From projects to programs to execute strategy: bridging the top management conceptual divide. In Linger H, Owen J, editors, The project as a social system : Asia-Pacific perspectives on project management. 1 ed. Vol. 1. Australia: Monash University Publishing. 2012. p. 131-150