On the other hand, I also found projects during the data collection phase that were not well-aligned with the business strategy but turned out to be successful. Those projects were initiated under special circumstances and were either regulatory projects or fulfilled immediate operational needs.
In this study, I explained an inductive logic process—from specific to general practices—as a means to derive the propositions. The general process of developing these propositions was based on case study research, which heavily used within-case, cross-case, and content analyses. Similarly, I used inductive logic to develop an overview describing the mediating processes at different levels.
The general process was based on a case study research and used within-case and cross-case analyses. The framework resulting from this analysis explains the alignment process at the strategic level, the project level, and the corrective emergent feedback level, as well as captures the interrelationships project management and business strategy. This study expands on previous, mostly anecdotal work by incorporating a rigorous theoretical approach into the proposed framework.
Although Jamieson and Morris identify strategic planning, portfolio management, and emergent approach as important steps in the alignment process, with information that supports this research, they do not provide a framework and do not position their research as a set of case studies or as a theoretical foundation for alignment.
Furthermore, Turner and Simister argue, conceptually and without an empirical validation, that portfolio management is an important step in aligning projects with the business strategy. In comparison with the existing literature, the framework contributes three elements:. Although Eisenhardt b argues that four-to-ten cases provide a sufficient range of measure and for analytic generalizations, one major limitation in the study is the relatively small number of cases that I used to develop the framework 8 cases.
This study may also suffer from a bias of company management views. However, I was able to minimize any such bias by using multiple data sources review of related documents received from companies, the existing literature among others and validating the findings with a panel of experts. The research findings and limitations suggest the following directions for future research regarding project alignment.
First, the alignment measurement methodology deserves further empirical study. If that is done in a comprehensive manner, it would be possible to standardize the measurement and create a framework for comparative studies of the alignment of various business strategy types and project types. That would also enable further studies to determine the degree of alignment required under different circumstances to assure project and business success.
Linking project management with business strategy
This contingency approach should also be applied in the next study. Needed is a large sample study that focuses on the quantitative correlations of various strategy types and project management elements. Archer, N. An integrated framework for project portfolio selection. International Journal of Project Management, 17 4 , — Artto, K. Strategic business management through multiple projects.
Pinto Eds. Baker, N.
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