Is strategy implemented by projects? Disturbing evidence in the State of NSW
This research has replicated an earlier study examining the effectiveness of project investment frameworks and provided a second case showing that in a normal environment (using private sector managerial techniques) projects contribute little to the realisation of strategic goals. The replication ha...
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| Veröffentlicht in: | International journal of project management 2015-01, Vol.33 (1), p.15-28 |
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| container_title | International journal of project management |
| container_volume | 33 |
| creator | Young, Raymond Grant, Jamie |
| description | This research has replicated an earlier study examining the effectiveness of project investment frameworks and provided a second case showing that in a normal environment (using private sector managerial techniques) projects contribute little to the realisation of strategic goals. The replication has implications for both the public and private sectors.
A promising new finding is that ‘in some environments (with stable strategies and central oversight) projects make some contribution to the realisation of strategic goals’. However the contribution is smaller than expected and more research is required to explore how projects can contribute more to strategy.
•Replication of Young et al. (2012) to conclude that projects contribute little to strategy.•Validate the minimal impact of projects on the realisation of strategic goals•Comparison of public-sector project effectiveness in different policy environments•Centralised oversight and stable strategies lead to higher rates of project success.•In some environments projects contribute to the realisation of strategic goals. |
| doi_str_mv | 10.1016/j.ijproman.2014.03.010 |
| format | Article |
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A promising new finding is that ‘in some environments (with stable strategies and central oversight) projects make some contribution to the realisation of strategic goals’. However the contribution is smaller than expected and more research is required to explore how projects can contribute more to strategy.
•Replication of Young et al. (2012) to conclude that projects contribute little to strategy.•Validate the minimal impact of projects on the realisation of strategic goals•Comparison of public-sector project effectiveness in different policy environments•Centralised oversight and stable strategies lead to higher rates of project success.•In some environments projects contribute to the realisation of strategic goals.</description><identifier>ISSN: 0263-7863</identifier><identifier>EISSN: 1873-4634</identifier><identifier>DOI: 10.1016/j.ijproman.2014.03.010</identifier><language>eng</language><publisher>Kidlington: Elsevier Ltd</publisher><subject>Effectiveness studies ; Financing ; Goal setting ; Investment ; Joined-up Government ; Management theory ; New Public Management ; NSW State Government ; Project management ; Project outcomes ; Project strategy ; Project success ; Public-sector projects ; Replication ; Strategic management ; Strategy ; Whole-of Government</subject><ispartof>International journal of project management, 2015-01, Vol.33 (1), p.15-28</ispartof><rights>2014 Elsevier Ltd and International Project Management Association</rights><rights>Copyright Elsevier Science Ltd. Jan 2015</rights><lds50>peer_reviewed</lds50><woscitedreferencessubscribed>false</woscitedreferencessubscribed><citedby>FETCH-LOGICAL-c497t-6ea977c0abe4f0684485a75763e65e22772a767499e7c014d9f97d27a1502c193</citedby><cites>FETCH-LOGICAL-c497t-6ea977c0abe4f0684485a75763e65e22772a767499e7c014d9f97d27a1502c193</cites></display><links><openurl>$$Topenurl_article</openurl><openurlfulltext>$$Topenurlfull_article</openurlfulltext><thumbnail>$$Tsyndetics_thumb_exl</thumbnail><linktohtml>$$Uhttps://dx.doi.org/10.1016/j.ijproman.2014.03.010$$EHTML$$P50$$Gelsevier$$H</linktohtml><link.rule.ids>315,781,785,3551,27926,27927,45997</link.rule.ids></links><search><creatorcontrib>Young, Raymond</creatorcontrib><creatorcontrib>Grant, Jamie</creatorcontrib><title>Is strategy implemented by projects? Disturbing evidence in the State of NSW</title><title>International journal of project management</title><description>This research has replicated an earlier study examining the effectiveness of project investment frameworks and provided a second case showing that in a normal environment (using private sector managerial techniques) projects contribute little to the realisation of strategic goals. The replication has implications for both the public and private sectors.
A promising new finding is that ‘in some environments (with stable strategies and central oversight) projects make some contribution to the realisation of strategic goals’. However the contribution is smaller than expected and more research is required to explore how projects can contribute more to strategy.
•Replication of Young et al. (2012) to conclude that projects contribute little to strategy.•Validate the minimal impact of projects on the realisation of strategic goals•Comparison of public-sector project effectiveness in different policy environments•Centralised oversight and stable strategies lead to higher rates of project success.•In some environments projects contribute to the realisation of strategic goals.</description><subject>Effectiveness studies</subject><subject>Financing</subject><subject>Goal setting</subject><subject>Investment</subject><subject>Joined-up Government</subject><subject>Management theory</subject><subject>New Public Management</subject><subject>NSW State Government</subject><subject>Project management</subject><subject>Project outcomes</subject><subject>Project strategy</subject><subject>Project success</subject><subject>Public-sector projects</subject><subject>Replication</subject><subject>Strategic management</subject><subject>Strategy</subject><subject>Whole-of Government</subject><issn>0263-7863</issn><issn>1873-4634</issn><fulltext>true</fulltext><rsrctype>article</rsrctype><creationdate>2015</creationdate><recordtype>article</recordtype><recordid>eNqFkDtPwzAUhS0EEuXxF5AlFpaE60fsZALEW6pgAMRouckNOGqSYruV-u9xVVhYmO7ynaNzP0JOGOQMmDrvctct_NjbIefAZA4iBwY7ZMJKLTKphNwlE-BKZLpUYp8chNABMA2FnpDpY6AhehvxY01dv5hjj0PEhs7WNJV2WMdwQW9ciEs_c8MHxZVrcKiRuoHGT6QvMWXp2NKnl_cjstfaecDjn3tI3u5uX68fsunz_eP11TSrZaVjptBWWtdgZyhbUKWUZWF1oZVAVSDnWnOrlZZVhYlisqnaSjdcW1YAr1klDsnZtjct_FpiiKZ3ocb53A44LoNhqmCiTBJ4Qk__oN249ENalyheViCEhESpLVX7MQSPrVl411u_NgzMRrLpzK9ks5FsQJjUn4KX2yCmd1cOvQm12-hpnE_qTDO6_yq-AYA1htg</recordid><startdate>20150101</startdate><enddate>20150101</enddate><creator>Young, Raymond</creator><creator>Grant, Jamie</creator><general>Elsevier Ltd</general><general>Elsevier Science Ltd</general><scope>AAYXX</scope><scope>CITATION</scope><scope>7TA</scope><scope>8FD</scope><scope>JG9</scope><scope>JQ2</scope></search><sort><creationdate>20150101</creationdate><title>Is strategy implemented by projects? Disturbing evidence in the State of NSW</title><author>Young, Raymond ; Grant, Jamie</author></sort><facets><frbrtype>5</frbrtype><frbrgroupid>cdi_FETCH-LOGICAL-c497t-6ea977c0abe4f0684485a75763e65e22772a767499e7c014d9f97d27a1502c193</frbrgroupid><rsrctype>articles</rsrctype><prefilter>articles</prefilter><language>eng</language><creationdate>2015</creationdate><topic>Effectiveness studies</topic><topic>Financing</topic><topic>Goal setting</topic><topic>Investment</topic><topic>Joined-up Government</topic><topic>Management theory</topic><topic>New Public Management</topic><topic>NSW State Government</topic><topic>Project management</topic><topic>Project outcomes</topic><topic>Project strategy</topic><topic>Project success</topic><topic>Public-sector projects</topic><topic>Replication</topic><topic>Strategic management</topic><topic>Strategy</topic><topic>Whole-of Government</topic><toplevel>peer_reviewed</toplevel><toplevel>online_resources</toplevel><creatorcontrib>Young, Raymond</creatorcontrib><creatorcontrib>Grant, Jamie</creatorcontrib><collection>CrossRef</collection><collection>Materials Business File</collection><collection>Technology Research Database</collection><collection>Materials Research Database</collection><collection>ProQuest Computer Science Collection</collection><jtitle>International journal of project management</jtitle></facets><delivery><delcategory>Remote Search Resource</delcategory><fulltext>fulltext</fulltext></delivery><addata><au>Young, Raymond</au><au>Grant, Jamie</au><format>journal</format><genre>article</genre><ristype>JOUR</ristype><atitle>Is strategy implemented by projects? Disturbing evidence in the State of NSW</atitle><jtitle>International journal of project management</jtitle><date>2015-01-01</date><risdate>2015</risdate><volume>33</volume><issue>1</issue><spage>15</spage><epage>28</epage><pages>15-28</pages><issn>0263-7863</issn><eissn>1873-4634</eissn><abstract>This research has replicated an earlier study examining the effectiveness of project investment frameworks and provided a second case showing that in a normal environment (using private sector managerial techniques) projects contribute little to the realisation of strategic goals. The replication has implications for both the public and private sectors.
A promising new finding is that ‘in some environments (with stable strategies and central oversight) projects make some contribution to the realisation of strategic goals’. However the contribution is smaller than expected and more research is required to explore how projects can contribute more to strategy.
•Replication of Young et al. (2012) to conclude that projects contribute little to strategy.•Validate the minimal impact of projects on the realisation of strategic goals•Comparison of public-sector project effectiveness in different policy environments•Centralised oversight and stable strategies lead to higher rates of project success.•In some environments projects contribute to the realisation of strategic goals.</abstract><cop>Kidlington</cop><pub>Elsevier Ltd</pub><doi>10.1016/j.ijproman.2014.03.010</doi><tpages>14</tpages></addata></record> |
| fulltext | fulltext |
| identifier | ISSN: 0263-7863 |
| ispartof | International journal of project management, 2015-01, Vol.33 (1), p.15-28 |
| issn | 0263-7863 1873-4634 |
| language | eng |
| recordid | cdi_proquest_miscellaneous_1651380102 |
| source | Access via ScienceDirect (Elsevier) |
| subjects | Effectiveness studies Financing Goal setting Investment Joined-up Government Management theory New Public Management NSW State Government Project management Project outcomes Project strategy Project success Public-sector projects Replication Strategic management Strategy Whole-of Government |
| title | Is strategy implemented by projects? Disturbing evidence in the State of NSW |
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