Original Research

A conceptual framework to improve the delivery capability of an organisation

Carl Marnewick, Les Labuschagne
Acta Commercii | Vol 10, No 1 | a136 | DOI: https://doi.org/10.4102/ac.v10i1.136 | © 2010 Carl Marnewick, Les Labuschagne | This work is licensed under CC Attribution 4.0
Submitted: 06 December 2010 | Published: 06 December 2010

About the author(s)

Carl Marnewick, Department of Business Information Technology, University of Johannesburg, South Africa
Les Labuschagne, School of Computing, University of South Africa, South Africa

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Abstract

Purpose: The article focuses on organisations' capability to deliver their vision and strategies through the use of project management and, in particular, the project delivery capability of organisations themselves.

Problem investigated: Although quantitative evidence does exist that organisations do receive value from project management, the track record of failed projects shows the opposite. This can be attributed to the fact that there is no holistic approach in the implementation of project management, which means that organisations do not receive the value they are supposed to get from project management.

Design and/or methodology: The problem of a holistic approach is addressed through a theoretical framework that shows the various building blocks of project delivery capability as well as the relationship between the various components within the building blocks. The benefits of such a holistic framework are the improvement of project delivery capability and an understanding of what is required by organisations to ensure that the value is realised.

Findings: The article lists three levels of management as well as two dimensions, i.e. proficiency and organisational requirements, that form the Project Management Capability Delivery Framework. The PMCDF provides a holistic framework that can be utilised to increase project success within organisations.

Originality/value: The value of this article is that the holistic view provides organisations and the project management office ultimately with a way to manage projects, programmes and portfolios within the organisation, taking into account the synergy that is required. Components can no longer be managed in isolation.

Conclusion: The conclusion can be drawn that although there are various aspects and components within the PM discipline, these affect other components and are interrelated. Without this holistic view, efforts to improve delivery capability could prove to be fruitless.


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