Project Management in the Saudi Organizations - Dissertation Example

16 2.3 Projects and Operations 17 2.4 Strategic fit between organizational and project management 19 2.5 Project Management Knowledge Areas 24 2.6 Overlap between Project Management and other management disciplines 31 2.7 Organizational Influences in Project Management 33 2.8 Performance Measurement constructed 39 2.9 Types of Performance Measures 40 2.10 Attributes of performance measures 41 2.11 Organisational Metrics Categories 43 2.12 Synthesis and research gap 45 Chapter 3: Methodology 48 3.

1 Chapter Overview 48 3.2 Aims and objectives of research 48 3.3 Nature of research 49 3.4 Research Philosophy 49 3.5 Research approaches 49 3.7 Data collection methods 51 3.7.1 Questionnaire 51 3.8 Setting of research 52 3.8.1 Unit of Analysis 52 3.9 Population and sample 52 3.9.1 Population 52 3.9.3 Sample Method 53 3.10 Research instrument 53 3.11 Data analysis 54 3.11.1 Methodology Limitations 55 3.11.2 Research Limitations 56 3.11.3 Ethical Considerations 56 3.11.4 Validity and Reliability 56 3.

12 Chapter summary 57 Chapter 4 – Data Presentation and Analysis 59 4.1 Chapter Overview 59 4.2 Respondents’ Profile 59 4.3 Importance of Project Management Knowledge Areas and Organizational Performance Measures 63 4.4 Impact of Organisational Performance Measures on Knowledge Areas of Project Management 66 4.5 Results of Paired Casewise T-Test analysis 69 4.6 Chapter Summary 72 The just-concluded chapter presents the data collected by survey questionnaire and spot interview pursuant to the research design and methodology discussed in the preceding chapter.

Data on the respondents’ profile, the importance they ascribe the variables identified,. The evolution of organisational structure has been generally responsive to the changing demands of the business and economic environment, in order for firms to ensure survival during downturns and maintain competitiveness in anticipation of recovery. One recent trend that has been largely inspired by the implementation of total quality management in large-scale manufacturing organisations is the move towards more project-based operations and leaner, flatter organisational hierarchies.

In relation to this development, management systems and practices have likewise felt the need to evolve together with the organisational structure; however, long-time policies and standards that are in place are not easily or quickly adjusted to suit the new structure. One such system is the body or organisational performance measures which are applied to organisational units to determine their level of performance and by which to assist decision-making, rewards implementation for excellent performance, and adjustments or sanctions for laggard performance.

The introductory chapter sets the context of the research and identifies the problem it seeks to address. The background to the topic under study is provided to impart to the reader an understanding of the issue to be resolved. The research objectives and problem statement are thereafter stated to draw focus on the precise intentions of the research.