Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes…
Describes the organizational learning practices in a project management environment to ensure project quality. The project management and organizational learning processes are described using the plan‐do‐study‐act (PDSA) cycle from quality management. Data from a survey of practicing project managers support the theory that organizational learning practices are associated with project knowledge, which is associated with project performance. Project knowledge is associated with learning that occurs both within and across projects. Managers can use this research to develop specific strategies to increase project success through learning. Researchers can use the results to understand how learning occurs in project environments. Implications are provided for project managers to use in focusing the learning activities of a project team.
The linkage between strategic planning and daily activities within an organization is often obscure. Perhaps as a consequence, many well‐developed strategic plans fail to be implemented, and required goals and objectives are not attained. Strategy deployment processes link strategic plans with implementation activities. Instead of investing more time and energy in improving planning or implementation processes, an organization should first examine the deployment processes used to link strategic plans with action – “deployment processes” may be the missing link in the strategic management system. This paper studies the application of formal strategy deployment processes within three US federal agencies. The strategic management literature provides the basis for the deployment processes analyzed in this study. Following the analysis of each individual case, an overall assessment of existing supporting and restraining forces that should be considered when working to improve deployment processes is discussed.
Contributes a collaboration approach for achieving the goals of helping an organization transform itself and expanding the body of knowledge. To support these goals, the…
Contributes a collaboration approach for achieving the goals of helping an organization transform itself and expanding the body of knowledge. To support these goals, the collaboration must meet four knowledge objectives: create, assimilate, disseminate, and apply knowledge about organizational change and transformations. Four operating principles help achieve these outcomes. Enacting three functions (i.e. technical assistance, training/education, and research) accomplish the desired goals and objectives. Within this collaboration, an applied research strategy is described with five dimensions: paradigm (i.e. action research and case study), timing (i.e. initial, ongoing, post), data sources (i.e. internal, external, and literature), data collection method, and research stage (i.e. pre, central, follow‐up). Reflection on the implementation of the approach with ongoing projects at the Kennedy Space Center provides a description of the researcher’s role and lessons learned.