Article Sidebar
Article Details
Issue
Section
Articles
Copyright on articles is retained by the author(s). The editor and reviewers of SABR cannot accept any responsibility for the infringement of authors' rights or copyright.
Main Article Content
Deriving projects from the organisational vision using the Vision-to-Projects (V2P) Framework
Abstract
Organisations initiate and execute projects at an ever-increasing rate
in order to achieve their strategic intentions. Many of these, however,
find it difficult to measure the contribution that these projects make
towards the realisation of the organisational vision. In order to effect
these changes in a cumulatively beneficial way, a holistic approach
is needed. The Vision-to-Projects (V2P) Framework was developed to
facilitate such an approach and can be applied to all organisational
types. This article shows how participatory action research was applied
in the development of the V2P Framework. While largely validating
the theoretical framework, it did indeed reveal several beneficial
modifications to improve its applicability. The main results of this research are twofold. It firstly provides organisations with a framework that can be used to derive projects from the organisational vision and strategies, thereby ensuring continuous alignment. Secondly, it shows the successful use of participatory action research in the field of project management that
has been dominated, thus far, by quantitative research methods.
in order to achieve their strategic intentions. Many of these, however,
find it difficult to measure the contribution that these projects make
towards the realisation of the organisational vision. In order to effect
these changes in a cumulatively beneficial way, a holistic approach
is needed. The Vision-to-Projects (V2P) Framework was developed to
facilitate such an approach and can be applied to all organisational
types. This article shows how participatory action research was applied
in the development of the V2P Framework. While largely validating
the theoretical framework, it did indeed reveal several beneficial
modifications to improve its applicability. The main results of this research are twofold. It firstly provides organisations with a framework that can be used to derive projects from the organisational vision and strategies, thereby ensuring continuous alignment. Secondly, it shows the successful use of participatory action research in the field of project management that
has been dominated, thus far, by quantitative research methods.
