A Guide to the Theory and Practice of Implementation
Chapter 6: Operations Strategy Implementation through Effective Project Management
INTRODUCTION 6.0 On the critical analysis of the implementation of an operations strategy, the similarities between the activity and a generic project are striking. Both are likely to be complex activities that cannot be effectively accommodated by the main business processes present within an organisation, meaning it is necessary to apply specific attention and resources to facilitate their completion. Another common feature that may be overlooked is that both projects and strategy implementation activities are unique. Even if the strategic activity is the same (lean, the introduction of a standard ERP system or even building a house), the processes required to complete the activity effectively will be unique. Due to numerous forces acting on the activity, modifications will be required to the standard processes and unless they are suitable may even create further problems (Love 2002). For this reason, the use of project management within the sphere of strategy implementation has almost been an inevitable progression, especially when the processes are sometimes considered to have a specific beginning and end. Taking a finite approach to project management with businesses that may not be broken down into specific packages of work, there may also be a need to consider how to integrate the activities into the organisation as a whole (Slack and Lewis 2008). Within other business fields that utilise projects as a means of effectively and efficiently delivering complex products, considering projects in a finite way may be appropriate, especially if they result in more tangible outputs such as new...
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