Strategic and Organizational Planning for Project Management Analysis

This report delves into strategic and organizational planning within the context of project management. It begins by addressing common problems and misconceptions associated with information technology projects, even in well-managed organizations. The report then differentiates between dedicated and part-time project teams, highlighting the benefits of each structure. Furthermore, it explores various project management maturity models, including CMMI, OPM3, P3M3, and PMMI, comparing their approaches to assessing and improving project management capabilities. Finally, the report examines the application of general strategic planning to projects, identifying critical success factors and reasons for potential failure. It emphasizes the importance of clear goals, effective communication, and strong management support for achieving project excellence, while also acknowledging the impact of unrealistic goals, insufficient resources, and flawed planning on strategic management outcomes. The report aims to provide a comprehensive overview of the key elements of strategic and organizational planning for successful project delivery.

Running head: STRATEGIC AND ORGANIZATIONAL PLANNING
Strategic and Organizational Planning
Name of the Student
Name of the University
Author Note

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Table of Contents
RESPONSE TO QUESTION 1:......................................................................................................2
RESPONSE TO QUESTION 2:......................................................................................................2
RESPONSE TO QUESTION 3:......................................................................................................3
RESPONSE TO QUESTION 4:......................................................................................................4
REFERENCES................................................................................................................................5

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RESPONSE TO QUESTION 1:
Several kinds of special problems as well as misconceptions gets linked with the projects
of information technology. Numerous special problems and misconceptions of information
technology within those companies which are managed in a best manner along with the inclusion
of several top class methodologies comprises of the adjustments in the mid of the development
of several kinds of projects of information technology (Sałabun, 2015). There are possibilities of
occurrences of chances of dealing with several kinds of new transformation in technology at the
time of the development of the longer projects.
Several kinds of technological changes leads towards the commencement of the
development again from its respective initial stages. The other problem becomes the occurrence
of poor levels of communication among the teams involved for the successful accomplishment of
any particular project of information technology (Staggers et al., 2018). It becomes the most
essential problem along the maintenance of transparency all through the lifecycle of any
particular project. The other problem linked with any project of information technology
constitutes of remaining connected with all the stakeholders in a continuous manner for the aim
of management of the contracts with the inclusion of procurement of the assets and interacting
with the accounts for the aim of payouts related with any particular project of information
technology.
The other problems that could linked the project of information technology could be
unclear requirement along with missed requirement which might turn difficult for the managers
of the project in understanding that objectives as well as the goals of that particular project. The
misconception is that several procedures of the information technology project is comparatively
more crucial that of its implementers and a set budget indicates towards occurrence of no new
and advanced projects. The other common misconception which is associated with project of
information technology is that the best practices must be always followed for the aim of
developing a perfect project of information technology.
RESPONSE TO QUESTION 2:
Dedicated project team is basically a model of business which indicates towards an
agreement which takes place among the client as well as the provider of service. Here, the latter

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becomes accountable for providing several professionals of software development to the clients
on the basis of long term. These particular specialists are selected with respect to unique
demands of the client for their individual sets of skills and experiences as well (Le Roy &
Fernandez, 2015). The kind of teams of project could be normally witnessed in several kinds of
organization which are projectized organization where majority of the resources of those
particular organizations gets involved in the work of the project.
Additionally, in this particular context, both power along with independence is possessed
by the respective managers of the projects as it forms the simplest structure for any project
manager. Majority of the members of the team are appointed for working full-time on the
project. This particular team could directly report to the manager of the project (Ma, Zhang &
Li, 2018). Along with well description of the authority lines, this particular team could
concentrate on all the objectives of the project. The benefit associated with this project team is
full control is possessed on the management of the team.
In case of the part-time project teams, what happens is some of the projects gets allocated
to a team in the form of any additional work which is at the same time temporary along with the
inclusion of the members of the organization whose main focus forms carrying out of all their
functions which are regularly performed by them. Control on the members of the team as well as
the resources allocated for any kind of project is possessed by all the functional managers. In this
particular context, the manager of the project becomes accountable for managing several other
duties. Part-time members of the team could mostly be witnessed inside the functional
organizations. The benefit is that it is less stressful and increments the productivity.
RESPONSE TO QUESTION 3:
Capability Maturity Model Integration or CMMI is an appraisal program and
improvement training at the procedure level. It is administered by the CMMI Institute and could
be utilized for the aim of guiding several kinds of improvement procedures all through any
division, an entire organization or a project. Various levels of maturity for numerous procedures
are defined by this particular model of maturity constitutes of initial managed, optimizing as well
as defined qualitatively managed (Orłowski et al., 2017). The most interesting fact is that this
particular model of maturity is registered in the United States Patent and Trademark under the
supervision of CMU or Carnegie Mellon University.

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OPM3 or Organizational Project Management Maturity Model becomes accountable for
providing various kinds of tools which are essential and are needed by the organization for the
aim of measuring the levels of maturity for the management of various kinds of projects in a very
successful manner. The levels of maturity are measured through a bunch of best practices of the
organization (Serrador & Turner,2015). It is basically a standard of PMI or Project Management
Institute which is similar to that of PMBOK guide. The major constituents of this particular
model of maturity comprises of improvement, assessment and knowledge.
Portfolio, Programme and Project Management Maturity Model or P3M3 helps in providing a
certain frameworks such that it becomes easier for the organization in assessing and at the same
time benchmarking their ongoing performance along with the effective development of the plans
for the aim of improvement. It is basically a standard which helps in the assessment of the
ongoing performances along with the plan for improvement at the time of management and
delivering the change (Torrecilla-Salinas et al., 2016). Several models are provided by P3M3 for
separately focusing on the certain business areas such and also helps the organizations in
assessing the relationship among their projects, programmes and portfolios.
Project management maturity model is a scheme of five levels which in turn is based on the
assessments of various practices of management of project which is witnessed in any kind of
organization (Meredith, Mantel Jr & Shafer, 2017). Moving upwards within the model right
from level 1 to Level 5 is in itself an indicator of the achievement of potential success.
Both P3M3 and OPM3 are similar in some context because both the models of maturity
because a framework is provided by P3M3 which turns helpful for assessing along with
benchmarking for effective development of the project. OPM3 provides several tools which are
needed by the organization in the context of assessment of the levels of maturity of managing
various kinds of project.
RESPONSE TO QUESTION 4:
a) General strategic planning becomes applicable for any kind of project where certain
strategies are planned for the aim of achieving the strategic goals of the organization. It
focuses on the future of the organization along with what kinds of measures needs to be
opted such that all the strategic goals could be achieved in a successful manner.

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Strategic planning is the procedure of formulation and implementation of several
decisions with respect to the future direction of any organization. The future of the
business gets focused by the procedure of understanding the availabilities of the resources
along with the operational priorities (Tahri & Drissi-Kaitouni, 2015). It additionally
focuses on setting out of clear objectives for the achievement of the business results
which are desired. It also involves the development of an action plan with respect to how
those particular desired results could be achieved.
b) Several kinds of critical success factors which are accountable with respect to the
achievement of excellence of the project comprises of the clarity of the goals as well as
the objectives of the project (Alias et al., 2014). Additionally, an essential role is also
played by the development of plans in a clearly defined procedure. The assignment of
several kinds of accountabilities and responsibilities needs to be defined in clear manner
such that the excellence of any kind of project could be achieved in an efficient manner.
Additionally, the scope of the project should be managed in a very successful
manner. Cultivation of effective communication in a constant manner also leads to the
achievement of the excellence of the project (Archibald & Prado, 2014). The other major
reason which could be responsible for achieving excellence of the project involves
ensuring of the presence of the support of the higher levels of management for the
successful management of the projects. Successful management of the projects in turn
leads to achievement of higher levels of excellence of several kinds of projects.
c) Some of the reasons behind the failure of strategic management in the context of project
management comprises of setting of certain unrealistic goals which could never be
achieved, lack of resources and focus. The planning procedure of achieving all the
desired goals becomes very complex to understand. Inaccuracy in the financial estimation
equally contributes towards failure of the strategic planning (Kerzner, 2019). The other
reason is that the plans get made with the inclusion of insufficient data. Undefined
responsibilities and roles of the team along with unclear understanding of the
requirements of staffing.

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REFERENCES
Alias, Z., Zawawi, E. M. A., Yusof, K., & Aris, N. M. (2014). Determining critical success
factors of project management practice: A conceptual framework. Procedia-Social and
Behavioral Sciences, 153, 61-69.
Archibald, R., & Prado, D. (2014). Introduction to maturity in project management. PM World
Journal, 3(1), 1-14.
Kerzner, H. (2019). Using the project management maturity model: strategic planning for
project management. John Wiley & Sons.
Le Roy, F., & Fernandez, A. S. (2015). Managing coopetitive tensions at the working‐group
level: The rise of the coopetitive project team. British Journal of Management, 26(4),
671-688.
Ma, Z., Zhang, D., & Li, J. (2018). A dedicated collaboration platform for integrated project
delivery. Automation in construction, 86, 199-209.
Meredith, J. R., Mantel Jr, S. J., & Shafer, S. M. (2017). Project management: a managerial
approach. John Wiley & Sons.
Orłowski, C., Deręgowski, T., Kurzawski, M., & Ziółkowski, A. (2017, April). Building
Dedicated Project Management Process Basing on Historical Experience. In Asian
Conference on Intelligent Information and Database Systems (pp. 798-810). Springer,
Cham.
Sałabun, W. (2015). The Characteristic Objects Method: A New Distance‐based Approach to
Multicriteria Decision‐making Problems. Journal of Multi‐Criteria Decision Analysis,
22(1-2), 37-50.
Serrador, P., & Turner, R. (2015). The relationship between project success and project
efficiency. Project management journal, 46(1), 30-39.

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Staggers, N., Elias, B. L., Makar, E., & Alexander, G. L. (2018). The imperative of solving
nurses’ usability problems with health information technology. JONA: The Journal of
Nursing Administration, 48(4), 191-196.
Tahri, H., & Drissi-Kaitouni, O. (2015). New design for calculating project management
maturity (PMM). Procedia-Social and Behavioral Sciences, 181, 171-177.
Torrecilla-Salinas, C. J., Sedeño, J., Escalona, M. J., & Mejías, M. (2016). Agile, Web
Engineering and Capability Maturity Model Integration: A systematic literature review.
Information and Software Technology, 71, 92-107.