Is strategy being implemented through projects? Contrary evidence from a leader in new public management

Raymond Young*, Michael Young, Ernest Jordan, Paul O'Connor

*Corresponding author for this work

Research output: Contribution to journalArticle

51 Citations (Scopus)

Abstract

This paper reports on the effectiveness of the project management and investment frameworks in the State of Victoria. It finds project management and investment practices comparable to best practice but also finds 100 billion dollars invested in projects over the past decade without any evidence of improvement in strategic goals. It concludes that there may be systemic deficiencies in our project management and investment frameworks. It suggests that deficiencies in the way projects are currently selected and managed limit the capability to realise strategic goals. Future research to develop programme management, portfolio management and project governance is recommended to increase the likelihood that strategy will be implemented. (C) 2012 Elsevier Ltd. APM and IPMA. All rights reserved.

Original languageEnglish
Pages (from-to)887-900
Number of pages14
JournalInternational Journal of Project Management
Volume30
Issue number8
DOIs
Publication statusPublished - Nov 2012

Keywords

  • Strategy implementation
  • Project failure
  • Programme portfolio management
  • INFORMATION TECHNOLOGY
  • PORTFOLIO SELECTION
  • PERFORMANCE
  • RELEVANCE
  • SYSTEMS

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