Implementation of Strategic Initiatives via Project Management Methodologies: A case study of a Professional Services Multinational Organisation in Ireland

This research paper explores the use of project management methodologies in implementing strategic initiatives, asking the question “What impacts do neo-classical project management methodologies have on the implementation of strategic initiatives in multinational organisations?”. A review of recent literature indicates the importance of aligning Strategic Management with Project Management. For companies to achieve their strategic goals the research shows that any project undertaken must lead to achieving those same goals (Longman et al, 2004)(Cooke, 2017). Where they are misaligned work is performed that is either irrelevant or deters from the strategic objectives. We also infer from the research that a rigorous management structure is needed to implement these projects (Almeida et al, 2019). However, much of the research does not evaluate how effective the use of project management is in a highly dynamic environment where the rates of change are increasing (Zavyalova, 2020). As such, this paper also examines the relationship between project management and strategic initiatives including the perceptions of decision makers and the decision-making criteria involved in how to approach them. The report follows a case study of a Finance Strategic Initiatives function within a multinational organisation operating in Ireland and is underpinned by qualitative research of project and strategic management literature review, semi-structured interviews and observation using non-probabilistic purposive sampling techniques. 10 participants performing Project Management or Strategic Management roles ranging from middle to upper management levels within the professional services industry in Ireland, with experience extending from under 10 to 30+ years formed the primary research group (App.1.). The research finds that organisations that have not aligned their project management approaches with their strategic initiatives do not achieve their objectives (APM, 2015)(PMI, 2015)(KPMG, 2010). It also identifies that perceptions of decision-makers and members in these roles play a significant part in how they are approached and implemented, with a significant disparity between perception and practice. Misalignment occurs caused by misunderstanding of the relationship between the strategic initiative and right project management fit. This is due to not leveraging the expertise of Project Managers in the decision process, lack of clear guidance and enforcement of formal processes, and little to no emphasis on workforce management planning related to skilled resources and training requirements aligned to the project management and strategic initiative’s needs