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Planning And Tactical Factors In The Project Implementation Process

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  • Jeffrey K. Pinto
  • John E. Prescott

Abstract

It has been a well‐recognized axiom in project management research that the project implementation process can be greatly facilitated by addressing a variety of project critical success factors. It is argued here that critical factors often fall into two distinct sub‐groups: those related to initial project planning and those concerned with subsequent tactical operationalization. A field study was conducted to explore changes in the perceived importance of project planning and tactical factors across four stages in the project life cycle. The sample consisted of 408 managers currently involved in projects. It was found that the relative importance of planning and tactical factors varies across the project life cycle. Further, the perceived importance of these factors is contingent upon the type of success measure employed. When an efficiency success measure is used, planning factors are initially perceived to be of high importance but are overtaken by tactical issues as the project progresses through its life cycle. When ‘external’ success measures (perceived value of the project and client satisfaction) are employed, project planning factors dominate tactics throughout the project's life cycle. Finally, implications for managers are developed and directions for future research are discussed.

Suggested Citation

  • Jeffrey K. Pinto & John E. Prescott, 1990. "Planning And Tactical Factors In The Project Implementation Process," Journal of Management Studies, Wiley Blackwell, vol. 27(3), pages 305-327, May.
    • Handle: RePEc:bla:jomstd:v:27:y:1990:i:3:p:305-327
    DOI: 10.1111/j.1467-6486.1990.tb00249.x
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    Cited by:

    1. Rhys Andrews & George A. Boyne & Jennifer Law & Richard M. Walker, 2012. "Strategic Management and Public Service Performance," Palgrave Macmillan Books, Palgrave Macmillan, number 978-0-230-34943-8.
    2. Engwall, Mats, 2003. "No project is an island: linking projects to history and context," Research Policy, Elsevier, vol. 32(5), pages 789-808, May.
    3. Dvir, Dov & Lechler, Thomas, 2004. "Plans are nothing, changing plans is everything: the impact of changes on project success," Research Policy, Elsevier, vol. 33(1), pages 1-15, January.
    4. Amelia Clarke & Mark Fuller, 2010. "Collaborative Strategic Management: Strategy Formulation and Implementation by Multi-Organizational Cross-Sector Social Partnerships," Journal of Business Ethics, Springer, vol. 94(1), pages 85-101, July.
    5. Canales, Juan I. & Vila, Joaquim, 2004. "Strategy-making via participation," IESE Research Papers D/569, IESE Business School.
    6. Barrutia, Jose M. & Echebarria, Carmen & Aguado-Moralejo, Itziar & Apaolaza-Ibáñez, Vanessa & Hartmann, Patrick, 2022. "Leading smart city projects: Government dynamic capabilities and public value creation," Technological Forecasting and Social Change, Elsevier, vol. 179(C).
    7. Gómez Sánchez, Mariam & Lalla-Ruiz, Eduardo & Fernández Gil, Alejandro & Castro, Carlos & Voß, Stefan, 2023. "Resource-constrained multi-project scheduling problem: A survey," European Journal of Operational Research, Elsevier, vol. 309(3), pages 958-976.
    8. Nerkar, Atul A. & McGrath, Rita Gunther & MacMillan, Ian C., 1996. "Three facets of satisfaction and their influence on the performance of innovation teams," Journal of Business Venturing, Elsevier, vol. 11(3), pages 167-188, May.
    9. Yoo Hwan Lee & Young Wook Seo, 2018. "Strategies for Sustainable Business Development: Utilizing Consulting and Innovation Activities," Sustainability, MDPI, vol. 10(11), pages 1-19, November.
    10. Matias Bronnenmayer & Bernd Wirtz & Vincent Göttel, 2016. "Success factors of management consulting," Review of Managerial Science, Springer, vol. 10(1), pages 1-34, January.
    11. Rhys Andrews & Malcolm J. Beynon & Elif Genc, 2017. "Strategy Implementation Style and Public Service Effectiveness, Efficiency, and Equity," Administrative Sciences, MDPI, vol. 7(1), pages 1-19, February.
    12. Porter, Thomas W. & Smith, Daniel C., 2005. "Tactical implementation and Murphy's law: factors affecting the severity of problems," Journal of Business Research, Elsevier, vol. 58(12), pages 1702-1711, December.
    13. Noble, Charles H., 1999. "The Eclectic Roots of Strategy Implementation Research," Journal of Business Research, Elsevier, vol. 45(2), pages 119-134, June.
    14. Michal Pohludka & Hana Stverkova & Beata Ślusarczyk, 2018. "Implementation and Unification of the ERP System in a Global Company as a Strategic Decision for Sustainable Entrepreneurship," Sustainability, MDPI, vol. 10(8), pages 1-16, August.
    15. Judith Behrens & Holger Patzelt, 2016. "Corporate Entrepreneurship Managers’ Project Terminations: Integrating Portfolio–Level, Individual–Level, and Firm–Level Effects," Entrepreneurship Theory and Practice, , vol. 40(4), pages 815-842, July.
    16. Ahmed S. El Touny & Ahmed H. Ibrahim & Hossam H. Mohamed, 2021. "An Integrated Sustainable Construction Project’s Critical Success Factors (ISCSFs)," Sustainability, MDPI, vol. 13(15), pages 1-26, August.
    17. Hanisch, David N. & Rau, Sabine B., 2014. "Application of metric conjoint analysis in family business research," Journal of Family Business Strategy, Elsevier, vol. 5(1), pages 72-84.
    18. Ramón López Rodríguez & Francisco R. Durán Villa & María José Piñeira Mantiñán, 2021. "The Lessons of Public–Private Collaboration for Energy Regeneration in a Spanish City. The Case of Txantrea Neighbourhood (Pamplona)," Sustainability, MDPI, vol. 13(4), pages 1-19, February.

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