APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION
Autor(a) principal: | |
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Data de Publicação: | 2012 |
Outros Autores: | , |
Tipo de documento: | Artigo |
Idioma: | eng por |
Título da fonte: | Future Studies Research Journal: Trends and Strategies |
Texto Completo: | https://www.revistafuture.org/FSRJ/article/view/81 |
Resumo: | Project Management and Strategic Management are two subjects of major relevance within the corporate environment, despite usually being treated separately, at organizations. However, for Westphal et al. (2008) one of the ways to link project management and strategy is through project management maturity, and to this effect, a series of actions that can be characterized as critical factors (Rabechini Jr. & Pessoa, 2005) are required. Another way of seeking this connection is by means of the strategic map concept which, according to Kaplan and Norton (2004, p.10), “represents the lost link between strategy formulation and the execution of the strategy”. In this study the purpose is to evaluate the applicability of a strategic map, from a critical factors perspective, on project management maturity, as proposed by Silva Jr. and Luciano (2010). Thus a qualitative and exploratory approach case study was conducted at a large financial institution, where three interview scripts were applied on nine professionals, whereby three were leaders, three were project managers and three, functional managers. Furthermore, a graphical representation standard was designed picturing possible situations concerning the applicability of strategic objectives of the map proposed in the case under study. As a result, an important academic contribution to the vague and scarce literature on the relationship between project management and organizational strategy was verified, in addition to mapping possibilities of improvements for the organization, which otherwise might have been impossible to identify. |
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APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTIONAPLICABILIDADE DE UM MAPA ESTRATÉGICO SOB A PERSPECTIVA DOS FATORES CRÍTICOS PARA A MATURIDADE EM GESTÃO DE PROJETOS EM UMA INSTITUIÇÃO FINANCEIRA DE GRANDE PORTE DOI:10.7444/fsrj.v3i2.81Project Management and Strategic Management are two subjects of major relevance within the corporate environment, despite usually being treated separately, at organizations. However, for Westphal et al. (2008) one of the ways to link project management and strategy is through project management maturity, and to this effect, a series of actions that can be characterized as critical factors (Rabechini Jr. & Pessoa, 2005) are required. Another way of seeking this connection is by means of the strategic map concept which, according to Kaplan and Norton (2004, p.10), “represents the lost link between strategy formulation and the execution of the strategy”. In this study the purpose is to evaluate the applicability of a strategic map, from a critical factors perspective, on project management maturity, as proposed by Silva Jr. and Luciano (2010). Thus a qualitative and exploratory approach case study was conducted at a large financial institution, where three interview scripts were applied on nine professionals, whereby three were leaders, three were project managers and three, functional managers. Furthermore, a graphical representation standard was designed picturing possible situations concerning the applicability of strategic objectives of the map proposed in the case under study. As a result, an important academic contribution to the vague and scarce literature on the relationship between project management and organizational strategy was verified, in addition to mapping possibilities of improvements for the organization, which otherwise might have been impossible to identify.Gestão de projetos e gestão estratégica são assuntos de grande relevância no ambiente corporativo, apesar de normalmente serem tratados isoladamente nas organizações. Entretanto, para Westphal et al. (2008), uma das formas de ligação entre gestão de projetos e estratégia se dá através da maturidade em gestão de projetos, e a obtenção desta maturidade exige uma série de ações que podem ser caracterizadas como fatores críticos (Rabechini Jr. & Pessoa, 2005). Outra forma de se buscar esta ligação é através do conceito de mapa estratégico que, segundo kaplan e Norton (2004, p. 10) "representa o elo perdido entre a formulação e a execução da estratégia". Neste estudo objetiva-se avaliar a aplicabilidade de um mapa estratégico sob a perspectiva dos fatores críticos para a maturidade em gestão de projetos, proposto por Silva Jr. e Luciano (2010). Para tanto, foi realizado um estudo de caso de abordagem qualitativa e natureza exploratória em uma instituição financeira de grande porte, onde foram aplicados três roteiros de entrevistas a nove profissionais, sendo três dirigentes, três gerentes de projetos e três gerentes funcionais, bem como foi criado um padrão de representação gráfica referente às situações possíveis de aplicabilidade dos objetivos estratégicos do mapa proposto no caso em estudo. Como resultado, verificou-se uma importante contribuição acadêmica para a vaga e escassa literatura sobre a relação entre gestão de projetos e estratégia organizacional, além da identificação de possibilidades de melhorias para a organização, impossíveis de ser percebidas de outra forma.Future Studies Research Journal: Trends and Strategies2012-01-20info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionPeer-reviewed Articleapplication/pdfapplication/pdfhttps://www.revistafuture.org/FSRJ/article/view/8110.24023/FutureJournal/2175-5825/2011.v3i2.81Future Studies Research Journal: Trends and Strategies; Vol. 3 No. 2 (2011): Future Studies Research Journal; 88-120Future Studies Research Journal: Trends and Strategies [FSRJ]; v. 3 n. 2 (2011): Future Studies Research Journal; 88-1202175-5825reponame:Future Studies Research Journal: Trends and Strategiesinstname:Fundação Instituto de Administração (FIA)instacron:FIAengporhttps://www.revistafuture.org/FSRJ/article/view/81/139https://www.revistafuture.org/FSRJ/article/view/81/138Copyright (c) 2011 Future Studies Research Journal: Trends and Strategiesinfo:eu-repo/semantics/openAccessda Silva Junior, Sady DarcyLuciano, Edimara MezzomoTesta, Maurício Gregianin2018-07-26T19:28:44Zoai:ojs.future.emnuvens.com.br:article/81Revistahttps://www.revistafuture.org/FSRJ/oai2175-58252175-5825opendoar:2018-07-26T19:28:44Future Studies Research Journal: Trends and Strategies - Fundação Instituto de Administração (FIA)false |
dc.title.none.fl_str_mv |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION APLICABILIDADE DE UM MAPA ESTRATÉGICO SOB A PERSPECTIVA DOS FATORES CRÍTICOS PARA A MATURIDADE EM GESTÃO DE PROJETOS EM UMA INSTITUIÇÃO FINANCEIRA DE GRANDE PORTE DOI:10.7444/fsrj.v3i2.81 |
title |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
spellingShingle |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION da Silva Junior, Sady Darcy |
title_short |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
title_full |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
title_fullStr |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
title_full_unstemmed |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
title_sort |
APPLICABILITY OF A STRATEGIC MAP UNDER THE PERSPECTIVE OF CRITICAL FACTORS FOR PROJECT MANAGEMENT MATURITY AT A LARGE FINANCIAL INSTITUTION |
author |
da Silva Junior, Sady Darcy |
author_facet |
da Silva Junior, Sady Darcy Luciano, Edimara Mezzomo Testa, Maurício Gregianin |
author_role |
author |
author2 |
Luciano, Edimara Mezzomo Testa, Maurício Gregianin |
author2_role |
author author |
dc.contributor.author.fl_str_mv |
da Silva Junior, Sady Darcy Luciano, Edimara Mezzomo Testa, Maurício Gregianin |
description |
Project Management and Strategic Management are two subjects of major relevance within the corporate environment, despite usually being treated separately, at organizations. However, for Westphal et al. (2008) one of the ways to link project management and strategy is through project management maturity, and to this effect, a series of actions that can be characterized as critical factors (Rabechini Jr. & Pessoa, 2005) are required. Another way of seeking this connection is by means of the strategic map concept which, according to Kaplan and Norton (2004, p.10), “represents the lost link between strategy formulation and the execution of the strategy”. In this study the purpose is to evaluate the applicability of a strategic map, from a critical factors perspective, on project management maturity, as proposed by Silva Jr. and Luciano (2010). Thus a qualitative and exploratory approach case study was conducted at a large financial institution, where three interview scripts were applied on nine professionals, whereby three were leaders, three were project managers and three, functional managers. Furthermore, a graphical representation standard was designed picturing possible situations concerning the applicability of strategic objectives of the map proposed in the case under study. As a result, an important academic contribution to the vague and scarce literature on the relationship between project management and organizational strategy was verified, in addition to mapping possibilities of improvements for the organization, which otherwise might have been impossible to identify. |
publishDate |
2012 |
dc.date.none.fl_str_mv |
2012-01-20 |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion Peer-reviewed Article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
https://www.revistafuture.org/FSRJ/article/view/81 10.24023/FutureJournal/2175-5825/2011.v3i2.81 |
url |
https://www.revistafuture.org/FSRJ/article/view/81 |
identifier_str_mv |
10.24023/FutureJournal/2175-5825/2011.v3i2.81 |
dc.language.iso.fl_str_mv |
eng por |
language |
eng por |
dc.relation.none.fl_str_mv |
https://www.revistafuture.org/FSRJ/article/view/81/139 https://www.revistafuture.org/FSRJ/article/view/81/138 |
dc.rights.driver.fl_str_mv |
Copyright (c) 2011 Future Studies Research Journal: Trends and Strategies info:eu-repo/semantics/openAccess |
rights_invalid_str_mv |
Copyright (c) 2011 Future Studies Research Journal: Trends and Strategies |
eu_rights_str_mv |
openAccess |
dc.format.none.fl_str_mv |
application/pdf application/pdf |
dc.publisher.none.fl_str_mv |
Future Studies Research Journal: Trends and Strategies |
publisher.none.fl_str_mv |
Future Studies Research Journal: Trends and Strategies |
dc.source.none.fl_str_mv |
Future Studies Research Journal: Trends and Strategies; Vol. 3 No. 2 (2011): Future Studies Research Journal; 88-120 Future Studies Research Journal: Trends and Strategies [FSRJ]; v. 3 n. 2 (2011): Future Studies Research Journal; 88-120 2175-5825 reponame:Future Studies Research Journal: Trends and Strategies instname:Fundação Instituto de Administração (FIA) instacron:FIA |
instname_str |
Fundação Instituto de Administração (FIA) |
instacron_str |
FIA |
institution |
FIA |
reponame_str |
Future Studies Research Journal: Trends and Strategies |
collection |
Future Studies Research Journal: Trends and Strategies |
repository.name.fl_str_mv |
Future Studies Research Journal: Trends and Strategies - Fundação Instituto de Administração (FIA) |
repository.mail.fl_str_mv |
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