Original Research

Towards a strategy for project management implementation

Chris J. Brown
South African Journal of Business Management | Vol 30, No 2 | a753 | DOI: https://doi.org/10.4102/sajbm.v30i2.753 | © 2018 Chris J. Brown | This work is licensed under CC Attribution 4.0
Submitted: 12 October 2018 | Published: 30 June 1999

About the author(s)

Chris J. Brown, Graduate School of Business, University of Stellenbosch, South Africa

Full Text:

PDF (922KB)

Share this article

Bookmark and Share


The basic tenet of this article is that the implementation of project management as a way of managing, in formerly functionally structured organisations, is a complex process requiring strategic management intervention. The three outstanding issues contributing to this complexity are expounded. These are differing characteristics of the range of an organisation's projects that must be provided for: the inherent characteristics of functional organisations inhibiting to a cross-functional approach that need to be overcome: and the very necessary mind shift to the project management culture that needs to be instilled. The ground rules for project management implementation is laid down by way of eight questions that must be answered on top management level. These resolve around a firm commitment to the replacement of old, seemingly well proven practices as well as around the implications and consequences for the organisations. The article then proceeds with proposing framework for the process of project management and implementation. This is presented in seven steps, concluding that the implementation should be approached as a project in own right. To that effect a generic work breakdown structure is offered as a guideline.


No related keywords in the metadata.


Total abstract views: 888
Total article views: 496


Crossref Citations

1. Investigating the rationale for adopting an internationally-recognised project management methodology in Ireland: The view of the project manager
Orla McHugh, Mairéad Hogan
International Journal of Project Management  vol: 29  issue: 5  first page: 637  year: 2011  
doi: 10.1016/j.ijproman.2010.05.001