Abstract
Purpose: The article focuses on organisations' capability to deliver their vision and strategies through the use of project management and, in particular, the project delivery capability of organisations themselves. Problem investigated: Although quantitative evidence does exist that organisations do receive value from project management, the track record of failed projects shows the opposite. This can be attributed to the fact that there is no holistic approach in the implementation of project management, which means that organisations do not receive the value they are supposed to get from project management. Design and/or methodology: The problem of a holistic approach is addressed through a theoretical framework that shows the various building blocks of project delivery capability as well as the relationship between the various components within the building blocks. The benefits of such a holistic framework are the improvement of project delivery capability and an understanding of what is required by organisations to ensure that the value is realised. Findings: The article lists three levels of management as well as two dimensions, i.e. proficiency and organisational requirements, that form the Project Management Capability Delivery Framework. The PMCDF provides a holistic framework that can be utilised to increase project success within organisations. Originality/value: The value of this article is that the holistic view provides organisations and the project management office ultimately with a way to manage projects, programmes and portfolios within the organisation, taking into account the synergy that is required. Components can no longer be managed in isolation. Conclusion: The conclusion can be drawn that although there are various aspects and components within the PM discipline, these affect other components and are interrelated. Without this holistic view, efforts to improve delivery capability could prove to be fruitless.
Highlights
There is a significant interest in the ability to deliver projects
Strategic Delivery Capability Factors In recent years, several researchers have more closely investigated the idea that a delivery capability can act as a strategic differentiator. These findings clearly suggest that delivery has emerged as a potential strategic weapon, creating a need to understand (i) the impact of delivery on organisational performance as well as (ii) the factors that enhance an organisation’s delivery capability (Fawcett, Calantone & Smith, 1997)
An important factor that must be taken into consideration is that maturity measures an organisation and not individual project managers or specific projects (Project Management Institute, 2009b)
Summary
There is a significant interest in the ability to deliver projects. Project management (PM) has been recognised as a strategic delivery capability that can assist organisations in achieving their strategic objectives (Crawford, 2004; Besner & Hobbs, 2006; Crawford, Hobbs & Turner, 2006; Blichfeldt & Eskerod, 2008). With the advent of corporate governance (Turner, 2006; Thiry & Deguire, 2007), a global economy that is going through a recession and a severe skills shortage worldwide (Morello, 2008), developing better strategic delivery capability and getting value out of all investments have become imperative. Most organisations are faced with increased competition, shortened product development life cycles and an increasing emphasis on time to market (Hobbs, Aubry & Thuillier, 2008). This has resulted in organisations developing new and more flexible organisational forms, with the ability to manage projects becoming more strategically important (Marnewick & Labuschagne, 2008). Several organisations have implemented formal PM infrastructures, methodologies, tools and techniques without realising any tangible or quantifiable benefits, while many others have been able to capitalise on their investment
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