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Project and Process Realms: Analysis of Two Strategic Management Means in the Context of Competitive Advantage

Year 2022, Volume: 3 Issue: 1, 58 - 74, 30.03.2022
https://doi.org/10.52835/19maysbd.1023154

Abstract

Projects and processes are powerful strategic management means. They play a significant role in the implementation of strategies and in gaining a competitive advantage by using them as a lever. Projects and processes are based on two operationally complementary strong wills (founding and operating will) and strategic-level decisions based on this will. Projects are used to create processes as an output. Processes, on the other hand, support the key indicators of the firm's vital functions. The two approaches are examined together in terms of their mutually supportive contributions to the realization of strategic goals.
Developing project and process competencies strengthen competitive muscles. Effective projects and improved processes bring the business closer to its goals. Success emerges thanks to the positive effects of project and process outputs on key performance indicators.
In the study, project and process realms are defined, their similarities and differences are emphasized and their functions in terms of strategic management are explained. In addition, it is aimed to clarify the transition zone between the realms and to raise awareness for making the right decisions to achieve greater gains. In this context, decision criteria for determining project and process priorities are presented to firms. Thus, a link will be established between the strategies and these realms, the sustainability of the competitive advantage will be ensured and the synergy created will contribute to the realization of the strategic goals of the firm.

Supporting Institution

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Project Number

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References

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  • Hung, R.Y.-Y. (2006). Business process management as competitive advantage: a review and empirical study. Total Quality Management & Business Excellence, 17(1), 21-40. IATF 16949. (2017). Otomotiv üretimi ve ilgili servis parçaları kuruluşları için kalite yönetim sistemi şartları. Sigma Center.
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İki Stratejik Yönetim Aracının Rekabet Avantajı Bağlamında Analizi

Year 2022, Volume: 3 Issue: 1, 58 - 74, 30.03.2022
https://doi.org/10.52835/19maysbd.1023154

Abstract

Projeler ve süreçler güçlü stratejik yönetim araçlarıdır. Stratejilerin hayata geçirilmesinde ve bir kaldıraç olarak kullanıl
arak rekabet avantajı elde edilmesinde
kayda değer işlevler üstlenirler. Projeler ve süreçler, operasyonel açıdan birbirinin tamamlayıcısı olan iki güçlü iradeye (k uran ve işleten) ve bu iradelere
yönelik stratejik düzeydeki kararlara dayanır. Projeler, bir çıktı olarak süreçlerin yaratılmasında kullanılır. Süreçler ise sürekli iyileştirme gayretlerinin
neticesinde firmanın yaşamsal fonksiyonlarının temel göstergelerini destekler. Stratejik hedeflerin gerçekleştirilmesine yöne lik birbirlerini güçlendirici
katkıları itibariyle iki ya klaşım birlikte incelenmektedir.
Proje ve süreç
yetkinliklerini geliştirmek rekabetçi kasları güçlendirir. Etkili projeler ve iyileştirilen süreçler işletmeyi hedeflerine yaklaştırır. Başarı, proje ve
süreç çıktılarının temel performans göstergeleri üzerindeki pozitif etkileri sayesinde ortaya çıkar.
Çalışmada, proje ve süreç alanları
tanımlanmakta, benzer ve farklı yanları vurgulanmakta ve stratejik yönetim açısından üstlendikleri işlevler açıklanmaktadır.
Ayrıca, alanlar arasındaki geçiş bölgesinin netleştirilmesi ve proje ve süreçlerden daha büyük kazanımlar elde etmek üzere doğru kararların alınmasına yönelik
farkındalık geliştirilmesi hedeflenmektedir. Bu kapsamda firmalara, proje ve süreç önceliklerini belirlemeye yönelik karar kr iterleri sunulma ktadır. Böylece
stratejilerle bu alanlar arasında bağlantı kurulacak, rekabet avantajının sürdürülebilirliği sağlanacak ve yaratılan sinerji ile firmanın stratejik hedeflerini
gerçekleştirmesine katkıda bulunulmuş olacaktır.

Project Number

-

References

  • ABPMP, (2013). Business process management common body of knowledge. Association of Business Process Management Professionals.
  • Adler, P. S., Mandelbaum, A., Nguyen, V., & Schwerer, E. (1995). From project to process management: An empirically-based framework for analyzing product development time. Management Science 41(3), 458-484.
  • Anand, A., Wamba, S. F., & Gnanzou, D. (2013). A literature review on business process management, business process reengineering, and business process innovation. In Workshop on Enterprise and Organizational Modeling and Simulation; Springer: Berlin/Heidelberg, Germany, 1–23. Andersen, B. (2007). Business process improvement toolbox. ASQ Quality Press. Armistead, C., Pritchard, J. -P., & Machin, S. (1999). Strategic business process management for organizational effectiveness. Long Range Planning, 32(1), 96–106.
  • Atkinson, R. (1999). Project management: Cost, time and quality, two best guesses and a phenomenon, it’s time to accept other success criteria. International Journal of Project Management, 17(6): 337–42;
  • Awwal, M. I. (2014). Importance of strategic aspect in Project management: A literature critique. International Journal of Supply Chain Management, 3(4), 96-99.
  • Bai, C., & Sarkis, J. (2013). A grey-based DEMATEL model for evaluating business process management critical success factors. International Journal Production Economics, 146(1), 281–292.
  • Barney, J. B., & Hesterly, W. S. (2015). Strategic management and competitive advantage: concepts and cases. Pearson, Essex.
  • Benner, M., & Veloso, F. M. (2006). Process management practices and performance: competition and the moderating effect of technological capabilities. NBERWorking Paper, No. W13322.
  • Bertilsson, E.A. (2019). Process mapping, first step towards business excellence, Master Thesis, Högskolan i Boras.
  • Bost, M. (2018). Project management lessons learned: A continuous process ımprovement framework. CRC Press, Boca Raton.
  • Caliste, A. L. E. (2013). The PMO, maturity and competitive advantage. PMI® Global Congress, PA: Project Management Institute.
  • Chang, J.F., (2006), Business process management systems: strategy and ımplementation, Taylor & Francis Group, New York, NY.
  • Childe, S. J., Maull, R. S., & Bennett, J. (1994). Frameworks for understanding business process re-engineering. International Journal of Operations & Production Management, 14(12), 22–34.
  • Chinta, R., & Kloppenborg, T. J.. (2010). Projects and processes for sustainable organizational growth. SAM Advanced Management Journal, 75(2), 22–28.
  • Coelho, J., & Valente, M. T. (2017). Why modern open source projects fail. Proceedings of the 11th Joint Meeting on Foundations of Software Engineering - ESEC/FSE.
  • Chroneer, D., & Backlund, F. (2015). A holistic view on learning in project-based organizations. Project Management Journal, 46(3), 61–74.
  • Cleveland, S. (2006). Manage your business processes to create a competitive advantage. BPTrends, 1-4.
  • Cooke-Davies, T. (2002). The “Real” success factors on projects. International Journal of Project Management, 20(3), 185–90. de Bruijn, H., Heuvelhof, E. T., & In’t Veld, R. (2010). Process management: Why project management fails in complex decision making processes. Springer-Verlag, Berlin.
  • Dennis, P. (2015). Lean production simplified: A plain-language guide to the world's most powerful production system. CRC Press.
  • Dumas, M., La Rosa, M., Mendling, J., & Reijers, H. A. (2018). Fundamentals of business process management. Springer, Berlin.
  • Edelenbos, J., & Klijn, E. H. (2009). Project versus process management in public-private partnership: Relation between management style and outcomes. International Public Management Journal, 12(3), 310-331.
  • Eisenhardt, K.M., & Martin, J.A. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21, 1105–1121.
  • Elzinga, D.J., Horak, T., Lee, C.-Y., & Bruner, C., (1995). Business process management: Survey and methodology. IEEE Transactions on Engineering Management, 42(2), 119-128.
  • Eriksson, P.E., & Leiringer, R. (2015). Explorative and exploitative learning in project-based organizations: improving knowledge governance through a project management office? Engineering Project Organization Journal, 5(4), 160–179.
  • Farrokh, J., & Mansur, K., (2013). Project management maturity models and organizational project management maturity model (OPM3®): A critical morphological evaluation. World Academy of Science, Engineering and Technology, 77, 60-63.
  • Ferreira, S. A., Neto, J. V., & da Silveira Batista, H. M. C. (2019). Critical success factors on project and process management in competitive strategy implementation. Brazilian Journal of Operations & Production Management, 16(4), 605-616.
  • Frambach, R. T., Prabhu, J., & Verhallen, T. M. (2003). The influence of competitive strategy on new product activity: The role of market orientation. International Journal of Research in Marketing, 20, 377–397.
  • Hamel, G., & Prahalad, C. K. (1994). Competing for the future, HBR, USA.
  • Hammer, M., & Champy, J. (1993). Reengineering the corporation: A manifesto for business revolution. HarperCollins Publisher, NY.
  • Hammer, M. (2007). The process audit, HBR, 85, 1-14.
  • Harmon P. (2010). The scope and evolution of business process management. In Handbook on Business Process Management 1, vom Brocke J, Rosemann M (eds.), International Handbook on Information Systems, Springer: Heidelberg, New York, 37–81.
  • Harrington, H. J. (1991). Business process ımprovement: The breakthrough strategy for total quality, productivity, and competitiveness. McGraw-Hill, NY.
  • Harrison, F., & Lock, D. (2004). Advanced project management: A structured approach. Gower Publishing Company, VT.
  • Harvey, J., & Aubry, M. (2018). Project and processes: a convenient but simplistic dichotomy. International Journal of Operations & Production Management, 38(6), 1289-1311.
  • Hung, R.Y.-Y. (2006). Business process management as competitive advantage: a review and empirical study. Total Quality Management & Business Excellence, 17(1), 21-40. IATF 16949. (2017). Otomotiv üretimi ve ilgili servis parçaları kuruluşları için kalite yönetim sistemi şartları. Sigma Center.
  • Jaleel, F., & Khan, A. M. (2013). Project management maturity models and organizational project management maturity model (OPM3): A critical morphological evaluation. World Academy of Science, Engineering and Technology, 77, 60-63.
  • Jamieson, A., & Morris, P. W. G. (2007). Moving from corporate strategy to project strategy. In Moris, P.W.G., and Pinto, J.K., (Eds.), The Wiley Guide to Project, Program & Portfolio Management, 34-62, John Wiley & Sons, Inc., NJ.
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There are 102 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Research Articles
Authors

Tarkan Tunç 0000-0002-1132-6677

Project Number -
Publication Date March 30, 2022
Submission Date November 15, 2021
Acceptance Date March 3, 2022
Published in Issue Year 2022 Volume: 3 Issue: 1

Cite

APA Tunç, T. (2022). Project and Process Realms: Analysis of Two Strategic Management Means in the Context of Competitive Advantage. 19 Mayıs Sosyal Bilimler Dergisi, 3(1), 58-74. https://doi.org/10.52835/19maysbd.1023154