How and Why Project Managers Need to Be Able to Contribute to Business Strategy Research Paper

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Project Management and Business Strategy

How and why project managers need to be able to contribute to business strategy?

Every complex organization engaged in commercial activity relies heavily on the support systems designed, implemented and supervised by project managers, because "the project manager ensures that the project, once defined, is executed efficiently by managing the day-to-day activites, reporting directly to the client on project related issues" (Pellegrinelli and Bowman, 1994, pp. 125-132). The overall strategic objectives outlined by members of an executive management structure require adept project management to ensure that deadlines are met in timely fashion, budgetary restrictions are adhered to, and deliverables conform to the specifications provided by clients. Within the specific field of information technology (IT) project management, the use of quality control and quality assurance (QC / QA) programs involves the precise application of numerous tools, techniques, principles and practices designed to ensure that IT projects prioritize quality during the duration of their planning, implementation, and delivery.

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Decades of research focused on the theoretical foundations of project management have resulted in the development of Seven Basic Tools of Quality, including cause-and-effect diagrams, control charts, run charts, scatter diagrams, histograms, Pareto charts, and flowcharts (Schwalbe, 2011). These advanced forms of statistical analysis assist IT project managers in the intricate process of achieving continual balance with regards to the triple constraint of budget, time, and scope that limits a project's progression. As Mintzberg states in Rethinking Strategic Planning Part I: Pitfalls and Fallacies, his seminal treatise on project management's role in the realm of business, "strategies are not developed on schedule, immaculately conceived. They can appear at any time and at any place in the organization, typically through processes of informal learning more than ones of formal planning" (Mintzberg, 1994, pp. 12-21). The sheer unpredictability of strategic business planning necessitates that project managers remain capable of….....

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