A Competitive Advantage

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Recently, a number of the world's leading project management organizations took important initiatives to show government management about the strategic importance and benefits of project management. The focus would be to move from individual project management to organisational project management, which these firms keep is a strategic advantage in a competitive economy.

In this essay, Ed Naughton, Director General of the Institute of Project Management and present IPMA Vice President, requires 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 strategic project management as a car for competitive advantage.

Ed: What do you issue ideal Project Management is?

Prof. Green: Strategic project management may be the management of the tasks that are of critical importance to enable the organisation in general to have competitive advantage.

Ed: And what becomes a competitive advantage, then?

Prof. Green: You can find three features of experiencing a core competence. The three attributes are: it gives value to customers; it is not simply imitated; it opens up new possibilities later on.

Ed: But just how can project management generate a competitive advantage?

Prof. Green: You will find two aspects to project management. To research additional information, we understand people peep at: visit link. One factor is the actual collection of the kind of projects that the enterprise engages in, and secondly there is execution, the way the projects themselves are maintained.

Ed: Competitive advantage - the significance of selecting the projects - it is difficult to determine which projects must be chosen!

Prof. Green: I do believe that the choice and prioritisation of projects is something that has not been done well within the project management literature because it's generally been thought away through reducing it to economic analysis. The strategic imperative gives a different way to you of prioritising projects since it is saying that some projects might not be as profitable as others, but if they add to our expertise relative to others, then that is going to be important.

So, to just take an example, if a company's competitive advantage is introducing new products more quickly than the others, drugs, let's say, getting product to market more quickly, then the projects that enable it to obtain the product more quickly to market will function as the most significant types, even if in their own terms, they don't have higher profitability than some other projects.

Ed: But when we are going to select our projects, we have to determine what are the parameters or metrics we are going to select them against giving the competitive edge to us.

Prof. Green: Absolutely. The organisation has to know which actions it's engaged in, which are the important ones for it competitive advantage and then, that drives the selection of projects. Enterprises aren't excellent at doing that and they could not even know what those actions are. They'll believe that it is every thing they do due to the energy system.

Ed: If its strategy is formulated by a company, then what the project management community says is that project management may be the medium for giving that strategy. Then, if the company is good at doing project management, is there any strategic advantage?

Prof. Green: Well, I suppose that comes home to this issue of the difference between the sort of projects that are chosen and the way you manage the projects. Demonstrably selecting the sort of projects depends upon having the ability to link and prioritise projects according to an understanding of what the capability of an operation is in accordance with others.

Ed: Let's assume the technique is set. To be able to produce the strategy, it's to be broken-down, decomposed into a number of tasks. Therefore, you should be proficient at doing project management to supply the strategy. Today, the literature says that for a company to become great at doing projects it has to: place 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 built-in way using the idea of a project company. Does getting those three methods provide a competitive advantage because of this enterprise?

Prof. Green: Where project management, or how you control tasks, becomes a source of competitive advantage is when you can do things better than others. The 'better-than' is through the experience and judgement and the data which can be built-up over time of managing projects. There is an experience curve effect here. Two organisations will soon be at various points in the experience curve regarding the information they have built up to handle those bits of tasks where the rule book is insufficient. You'll need knowledge and management sense because however good the rule book is, it will never deal entirely with the complexity of life. You have to manage down the experience curve, you've to manage the knowledge and learning that you have of these three areas of project management because of it to become proper.

Ed: Well, then, I do believe there's a gap there that's to be addressed as well, in that we have now developed a competency at doing project management to do projects, but we have not aimed that competency to the selection of projects which can help us to provide this competitive advantage. Is project management able to being imitated?

Prof. Green: Not the softer aspects and not the devel-opment of tacit knowledge of having run many, many jobs over-time. So, like, you, Ed, have significantly more understanding of how-to run projects than others. That is why people found you, because while you both may have a regular book such as the PMBoK or the ICB, you have created more experiential knowledge around it.

Essentially, it can be imitated a specific amount of just how, however not if you arrange the smoother tacit understanding of experience into it. Asea Customer Service includes more about the reason for it.

Ed: Organisational project management maturity designs are a hot topic right now and are directly linked to the 'knowledge curve' effect you mentioned ear-lier - how should we see them?

Prof. If you have an opinion about operations, you will probably wish to explore about tour ambrotose. Green: in my opinion in moving beyond painting by numbers, moving beyond the basic idea that an operation is completely plastic and you may demand this pair of capabilities and processes and text book practices and that is all you have to do. Identify further on our affiliated website - Browse this web page: asea review. In ways, just the same problem was experienced by the developers of the knowledge curve. It is almost as though, for each doubling of volume, cost savings occur without you having to do such a thing, if you show companies the experience curve o-n cost. What we know is though, that the experience curve is a potential of the chance. Its' realisation is dependent upon the skill of administrators.

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

Prof. Green: Until recently, project management has offered it-self in technical terms. Then it'd be much more appealing to senior executives, if it was offered in terms of the integration at common management, at the power to manage over the characteristics financing technique techniques with judgement. So, it's about the experience that makes project management so effective, the practices using the thinking and the mixing of the gentle and the hard. If senior managers don't grasp it at this time, it is perhaps not because they are wrong. It is because project management has not marketed itself as effectively as it should've done.

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

Prof. Green: No, I think we must demonstrate to them how it does it. We have to go in there and actually show them how they are able to use it, not just with regards to providing tasks on time and within cost. We need to demonstrate to them how they can use it to overcome resistance to change, how they can use it to enhance capabilities and activities that cause competitive advantage, how they can use it to enhance the tacit knowledge in the company. There is a complete array of ways they can utilize it. They must see that the proof of the results is better than the way in which they are currently doing it..