Strategic Project Management as Component of Innovative Organization
The importance of project management has been increasing in the face of the changing environment, new challenges, globalization and specialization in global economy. This means that the achievement of the final objective of a project on schedule and on budget becomes a key challenge for many companies. Due to the unique nature of projects, the role of high competence and professional tools for project management will gain in significance. On the other hand, the effective implementation of any complex project poses an obvious challenge to the people involved, whereas a successful venture will certainly be a source of well-deserved satisfaction and pride. Given the complexity of the issue, the uniqueness and value of budgets, almost every project can be a case worth an analysis, evaluation and conclusions. What we very often tend to miss in those analyses is the impact of the way projects are executed on organization changes. Importantly, these may be key changes leading to enhanced efficiency, effectiveness and innovation in companies. Taking advantage of those opportunities, as – in a sense – a by-product of a venture, may bring about effects that dramatically change the organization. This text is based primarily on a case study in the gas sector and large infrastructural investment projects undertaken by a company. The projects are aimed to increase Europe’s energy security, improve competitiveness in the gas market and increase the capability to use this energy medium. From the company’s perspective, however, they drive major changes within the organization. An impetus that will make the company more innovative will enable it to build assets and market position, improve management effectiveness and efficiency. Finally, investment projects will provide capacity for the implementation of advanced governance tools, improve knowledge management processes, lead to a major change in the company’s organizational culture, and consequently to an increased corporate value.
|This chapter was published in: Zbigniew Pastuszak & Jan Chadam & Kongkiti Phusavat & Malgorzata Polkowska , , pages 897-904, 2013.|
|This item is provided by ToKnowPress in its series Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference 2013 with number 897-904.|
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