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

Yıl 2022, Cilt: 3 Sayı: 1, 58 - 74, 30.03.2022

Tarkan Tunç

https://doi.org/10.52835/19maysbd.1023154

Öz

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.

Destekleyen Kurum

-

Proje Numarası

-

Kaynakça

  • 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.
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  • 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.
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  • 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.
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  • Hammer, M. (2007). The process audit, HBR, 85, 1-14.
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  • 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.
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İki Stratejik Yönetim Aracının Rekabet Avantajı Bağlamında Analizi

Yıl 2022, Cilt: 3 Sayı: 1, 58 - 74, 30.03.2022

Tarkan Tunç

https://doi.org/10.52835/19maysbd.1023154

Öz

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.

Anahtar Kelimeler

Project Process Management Strategy Competition

Proje Numarası

-

Kaynakça

  • 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.
  • Jansen, J. J. E., Den Bosch, F. A. J. & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management Science, 52(11), 1661-1674.
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  • Mathur, G., Jugdev, K. & Fung, T. S. (2013). Project management assets and project management performance outcomes: Exploratory factor analysis. Management Research Review, 36(2), 112-135.
  • Maylor, H. (2010). Project management, Pearson Education Limited, Essex. Maylor, H., Turner, N., & Murray-Webster, R. (2015). It worked for manufacturing…!: Operations strategy in project-based operations, International Journal of Project Management, 33(1), 103-115.
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  • McCormack, K. (2001). Business process orientation: Do you have it? Quality Progress, January, 51–58.
  • McGrath, R. G. (2013). The end of competitive advantage: how to keep your strategy moving as fast as your business. HBR, Boston.
  • McKay, A., & Radnor, Z. (1998). A characterization of a business process. International Journal of Operations & Production Management, 18(9/10), 924–936.
  • Milosevic, D. Z., & Srivannaboon, S. (2006). A theoretical framework for aligning project management with business strategy. Project Management Institute, 37(3), 98-110.
  • Mishra, R. C., & Soota, T. (2005). Modern project management, New Age International (P). New Delhi.
  • Morgan, N. A., Kaleka, A., & Katsikeas, C. S. (2004). Antecedents of export venture performance: a theoretical model and empirical assessment. Journal of Marketing, 68, 90-108. Nadarajah, D., & Kadir, S. L. S. A. (2014). A review of the importance of business process management in achieving sustainable competitive advantage. The TQM Journal, 26(5), 522 – 531
  • Nilsson, F., & Rapp, B. (2005). Understanding competitive advantage: The importance of strategic congruence and integrated control. Springer, Heidelberg.
  • Paim, R., Caulliraux, H. M., & Cardoso, R. (2008). Process management tasks: A conceptual and practical view. Business Process Management Journal, 14(5), 694-723.
  • Parnell, J. A. (2011). Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States. Management Decision, 49(1), 130-155.
  • Patrick, D., & Warchalowski, J. (2013). Gaining competitive advantage through reducing project lead times. PMI Global Congress, PA: Project Management Institute.
  • Pinto, J. K. (2019). Project management: Achieving competitive advantage. Pearson, NY.
  • Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. The Free Press, NY.
  • Powell, T. C. (1995). Total quality management as competitive advantage: A review and empirical study. Strategic Management Journal, 16(1), 15–37.
  • Ray, G., Barney, J. B., & Muhanna, W. A. (2004). Capabilities, business processes, and competitive advantage: choosing the dependent variable in empirical tests of the resource-based view. Strategic Management Journal, 25(1), 23-37.
  • Reginato, J., & Ibbs, C. W. (2002). Project management as a core competency. PMI Research Conference: Frontiers of Project Management Research and Applications, PA: Project Management Institute.
  • PMI, (2017). Project management body of knowledge PMBOK. Project Management Institute, Pennsylvania.
  • Romero, E. F. F. (2018). Strategic project management: A methodology for sustainable competitive advantage. Revista EAN, Edicion especial, 15-31.
  • Röglinger, M., Pöppelbuss, J., & Becker, J. (2012). Maturity models in business process management. Business Process Management Journal, 18(2), 328-346.
  • Sandhu, M.A., & Gunasekaran, A. (2004). Business process development in project-based industry. Business Process Management Journal, 10(6), 673–690.
  • Santos-Vijande, M. L., Lopez-Sanchez, J. A., & Trespalacios, J. A. (2012). How organizational learning affects a firm's flexibility, competitive strategy, and performance. Journal of Business Research, 65(8), 1079-1089.
  • Schelini, A. L. S., Martens, C. D. P., & Piscopo, M. R. (2017). Project management as a competitive advantage for the internationalization of Brazilian companies. Internext, Review of International Business, 12 (3), 01-15.
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  • Schoper, Y. G., Wald, A., Ingason, H. T., & Fridgeirsson, T. V. (2017). Projectification in Western economies: A comparative study of Germany, Norway, and Iceland. International Journal of Project Management, 36 (1), 71-82.
  • Shenhar, A. (2000). Creating competitive advantage with strategic project leadership, Project Management Institute Annual Seminars & Symposium, PA: PMI.
  • Shokri-Ghasabeh, M., & Kavousi-Chabok, K. (2009). Generic project success and project management success criteria and factors: Literature review and survey. WSEAS Transactions on Business and Economics, 8, Volume 6, 456-468.
  • Skrinjar, R., & Trkman, P. (2013)., Increasing process orientation with business process management: Critical practices. International Journal of Information Management, 33(1), 48–60.
  • Singh, R., & Lano, K. (2014). Literature survey of previous research work in models and methodologies in project management. International Journal of Advanced Computer Science and Applications, 5(9), 107-122.
  • Slack, N., & Brandon-Jones, A. (2018). Operations and process management principles and practice for strategic impact. Pearson Education Limited, UK.
  • Slater, S. F., & Narver, J. C. (1996). Competitive strategy in the market-focused business. Journal of Market-Focused Management, 1(2), 159–174.
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  • Söderlund, J. (2005). What project management really is about: Alternative perspectives on the role and practice of Project management. International Journal Technology Management, 32(3/4), 371-387.
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  • Svejvig, P., & Andersen, P. (2015). Rethinking project management: A structured literature review with a critical look at the brave new world. International Journal of Project Management 33, 278–290.
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  • Turner, J. R., & Cochrane, R. A. (1993). Goals-and-methods matrix: coping with projects with ill defined goals and/or methods of achieving them. International Journal of Project Management, 11(2), 93-102.
  • Turner, J. R. (2007). Gower handbook of project management (4th ed.), Gower, Hampshire.
  • Ubaid, A. M., & Dweiri, F. T. (2020). Business process management (BPM): Terminologies and methodologies unified. International Journal of System Assurance Engineering and Management, 11, 1046–1064.
  • van der Aalst, W. M. P. (2013). Business Process Management: A comprehensive survey. ISRN Softw. Eng., 1-37.
  • Vafaei, S., Bazrkar, A., & Hajimohammadi, M. (2019). The investigation of the relationship between sustainable supply chain management and sustainable competitive advantage according to the mediating role of innovation and sustainable process management. Brazilian Journal of Operations & Production Management, 16(4), 572-580.
  • van Wegberg, M. (2004). Standardization process of systems technologies: Creating a balance between competition and cooperation. Technology Analysis & Strategic Management, 16(4), 457-478.
  • vom Brocke, J., & Rosemann, M. (2015). Handbook on business process management 1: Introduction, methods, and ınformation systems. Springer, Heidelberg.
  • vom Brocke, J., & Mendling, J. (2017). Frameworks for business process management: A taxonomy for business process management cases. Business Process Management Cases, 1, 1-17.
  • Williams, T. (2008). How do organizations learn lessons from projects – and do they? IEEE Transactions on Engineering Management, 55(2), 248-266.
  • Yamin, S., Gunasekaran, A., & Mavondo, F. T. (1999). Relationship between generic strategies, competitive advantage and organizational performance: An empirical analysis. Technovation (19), 507-518.
  • Zahra, S. A., & Covin, J. G. (1993). Business strategy, technology policy, and firm performance. Strategic Management Journal, 14(6), 451-478.
  • Zairi, M. (1997). Business process management: A boundaryless approach to modern competitiveness. Business Process Management Journal, 3(1), 64-80.
Toplam 102 adet kaynakça vardır.

Ayrıntılar

Birincil Dil İngilizce
Konular İşletme
Bölüm Araştırma Makaleleri
Yazarlar

Tarkan Tunç 0000-0002-1132-6677

Proje Numarası -
Yayımlanma Tarihi 30 Mart 2022
Gönderilme Tarihi 15 Kasım 2021
Kabul Tarihi 3 Mart 2022
Yayımlandığı Sayı Yıl 2022 Cilt: 3 Sayı: 1

Kaynak Göster

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
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