ویژگی های برنامه ریزی استراتژیک اعمال شده برای مدیریت پروژه  Strategic planning characteristics applied to project management

1. Introduction The use of projects in organizations has increased steadily over the last several decades. Although there has been some indication that projects are becoming more successful, there is still evidence that a substantial number of projects do not meet goals or expectations (Allen et al., 2014). McKinsey and Company (2012) found that, on average, large information technology (IT) projects “run 45 percent over budget and 7 percent over time, while delivering 56 percent less value than predicted.” The Standish Group’s CHAOS Project, which tracks IT projects over time, shows limited progress in successful project completion over the last two decades. (http://www.standishgroup.com). With this increasing use of projects yet limited project success, examination of PM success and failure continues to be an area of considerable interest (Allen et al., 2014). Leybourne (2007) reviewed the changing emphasis of PM research, recognizing a number of areas that have been examined in the past: identification of critical success factors, evaluation of specific PM methods, and assessment of PM tools/techniques. Although findings from such studies have certainly contributed to the PM field, the research has been limited to a narrow set of constructs. As Leybourne (2007) discusses, it may be time to move beyond them. Several authors have pointed out the lack of theoretical underpinnings in PM research (e.g., Drouin and Jugdev, 2014; Killien et al., 2012; Parker et al., 2015; Patanakul and Shenhar, 2012) recommending application of theory from related disciplines to advance PM as a field. Drouin and Jugdev (2014, p. 64) state that use of existing theory and constructs will “foster credibility of the findings” but the “current state of theoretical evolution in PM hampers researchers in using well-developed concepts to investigate by operationalizing constructs with existing valid and reliable instruments or items from instruments.” Examples of such research are studies by Drouin and Jugdev (2014), Killien et al. (2012), and Parker et al. (2015), which adapted the resource-based view from the strategic management field within a PM context.