The concept of alignment between business strategy and project strategy has been a major topic in project management literature. A predominant paradigm envisions project strategy as a balance between deliberate and emergent strategies that maximize project success. The role of pre-project planning sessions in defining a deliberate project strategy has been well documented in project management literature, but this role has not been thoroughly investigated in the broader context of a project strategy that includes emergent strategy and strategic balance. This research study focused on construction projects, and surveyed 169 projects to investigate the role that the pre-project planning session plays in the balancing of deliberate and emergent project strategies. The study found that pre-project planning sessions correlated with a significant increase in emergent strategy and a significant decrease in deliberate strategy to achieve strategic balance. The resulting strategic balance correlated with a significant increase in project success. This study contributes to the knowledge of project management by broadening the understanding of practical methodologies that achieve strategic balance and project success. Further explorative and empirical research is proposed to elaborate the existing theoretical framework and to position this framework within the greater body of project management knowledge.
|Adviser||Werner D. Gottwald|
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