When frameworks empower their agents: The effect of organizational project management frameworks on the performance of project managers and benefits managers in delivering transformation projects successfully

Abstract

This research examines the role of institutional frameworks in the successful delivery of transformation projects. Based on a survey of 130 firms that adopted ERP, this research found that transformation projects were delivered more successfully when organizations institutionalized their project management and benefits management framework at a higher level, because these frameworks enhanced the power of the role of project manager (PM) and benefits manager (BM) (i.e., business change managers and benefits auditors). Although organizations are investing more in practicing project management frameworks to strengthen the role of PMs more than that of BMs, benefits management frameworks and their missioned power to their agents are significantly more important than project management frameworks with their originating power. The benefits management framework affects the success of digital transformation because the power of the BM's role partially mediates them. Project management frameworks affect success, but the power of PMs does not mediate this relationship. The main implication of this research is that giving the offices of project management and transformation management prominent roles could help organizations improve their readiness for transformation projects.