DOI: https://doi.org/10.15587/2312-8372.2019.165767

Strategic audit of infrastructure projects and programs

Sergey Bushuyev, Boris Kozyr, Alina Zaprivoda

Abstract


As a research object, models, methods and processes of strategic audit of infrastructure projects and programs are considered. The problems of complex infrastructure projects and programs that are carried out under uncertainty relate to refinement and changes in the strategy under the influence of critical external and internal influences. The analysis of the factors shaping the strategy for the implementation of infrastructure projects and programs in the light of uncertainty takes place within the PEST analysis, which is an integral part of the methodology of strategic audit. The relationship between the «organizational development strategy» and «strategic audit of infrastructure projects and programs» concepts is determined. Approved approaches to the auditor's assessment of the ability to react to a system of management of infrastructure projects on uncertainty factors, changes in the external environment and the degree of adequacy of organizational and economic elements of the management system that ensure the achievement of strategic goals. The algorithm of carrying out of strategic audit on the model of technological maturity of organization (IPMA OCB) is presented. In the model that is being used, five groups of organizational competence competencies in the field of project management are evaluated:

1) management of projects, programs and portfolios as a component of corporate governance that is related to projects, programs and portfolios;

2) management of projects, programs and portfolios as a component of the management system of the organization and implemented by managers of different levels of permanent and temporary units of the organization;

3) coordination of projects, programs and portfolios that ensure achievement of the goals and expectations set by senior management;

4) resource support of projects, programs and portfolios aimed at achieving the goals and expectations set by senior management;

5) competence of the staff of projects, programs and portfolios which is associated with the development of competence, increased productivity and incentives for employees working in projects, programs, portfolios.

Examples of forms of self-assessment on strategic aspects of implementation of infrastructure projects and programs are given. An example of the form of self-assessment of the project manager and his team on behavioural competence in pursuit of strategic goals is shown. An example of an audit of the project implementation strategy for the Confinement Chernobyl NPP (Ukraine) is presented. The conclusions emphasize the importance of using strategic audit tools in the process of implementation of infrastructure projects and programs.


Keywords


strategic audit; model of technological maturity of the organization; strategy of the infrastructure project; self-assessment of the competence level of the organization

References


Donaldson, G. (1995). A new tool for boards: the strategic audit. Harvard business review, 99.

Wheelen, T. L., Hunger, J. D. (2009). Concepts in Strategic Management and Business Policy: Achieving Sustainability. Prentice-Hall, 456.

Kerzner, H. (2001). Strategic Planning for Project Management Using a Project Management Maturity Model. John Wiley & Sons Inc, 272.

Kerzner, H. (1998). In search of excellence in Project Management. Wiley, 288.

Guariano, N., Giaretta, P. (1995). Ontologies and Knowledge Bases. Towards a Terminological Clarification. Towards Very Large Knowledge Bases: Knowledge Building and Knowledge Sharing. Amsterdam: IOS Press, 25–32.

IPMA Organisational Competence Baseline (IPMA OCB) (2013). IPMA, 137.

Dzhenser, P., Hassi, D. (2003). Analiz sil'nyh i slabyh storon kompanii: opredelenie strategicheskih vozmozhnostei. Moscow: Vil'iams, 368.

Forsberg, K., Mooz, H., Cotterman, H. (2005). Visualizing Project Management. New York: John Wiley and Sons, 480.

Gudenitsa, O., Shishov, L. (2008). Strategicheskii audit v kommercheskih organizatsiiah. Rostov on Don: BUPK, 148.

Koveni, M., Genster, D., Hartlen, B., King, D. (2004). Strategicheskii razryv: Tekhnologii voploscheniia korporativnoi strategii v zhizn'. Moscow: Al'pina Biznes Buks, 232.

D. Bushuyev, S., Friedrich Wagner, R. (2014). IPMA Delta and IPMA Organisational Competence Baseline (OCB): New approaches in the field of project management maturity. International Journal of Managing Projects in Business, 7 (2), 302–310. doi: http://doi.org/10.1108/ijmpb-10-2013-0049

Bushuyev, S., Kharitonov, D., Rogozina, V. (2012). Organizational Project Management pathology. Management of development complex system, 10, 5–8.


GOST Style Citations


Donaldson G. A new tool for boards: the strategic audit // Harvard business review. 1995. Vol. 99.

Wheelen T. L., Hunger J. D. Concepts in Strategic Management and Business Policy: Achieving Sustainability. Prentice-Hall, 2009. 456 p.

Kerzner H. Strategic Planning for Project Management Using a Project Management Maturity Model. John Wiley & Sons Inc, 2001. 272 p.

Kerzner H. In search of excellence in Project Management. Wiley, 1998. 288 p.

Guariano N., Giaretta P. Ontologies and Knowledge Bases. Towards a Terminological Clarification // Towards Very Large Knowledge Bases: Knowledge Building and Knowledge Sharing. Amsterdam: IOS Press, 1995. P. 25–32.

IPMA Organisational Competence Baseline (IPMA OCB). IPMA, 2013. 137 p.

Dzhenser P., Hassi D. Analiz sil'nyh i slabyh storon kompanii: opredelenie strategicheskih vozmozhnostei. Moscow: Vil'iams, 2003. 368 p.

Forsberg K., Mooz H., Cotterman H. Visualizing Project Management. New York: John Wiley and Sons, 2005. 480 p.

Gudenitsa O., Shishov L. Strategicheskii audit v kommercheskih organizatsiiah. Rostov on Don: BUPK, 2008. 148 p.

Strategicheskii razryv: Tekhnologii voploscheniia korporativnoi strategii v zhizn' / Koveni M., Genster D., Hartlen B., King D. Moscow: Al'pina Biznes Buks, 2004. 232 p.

D. Bushuyev S., Friedrich Wagner R. IPMA Delta and IPMA Organisational Competence Baseline (OCB): New approaches in the field of project management maturity // International Journal of Managing Projects in Business. 2014. Vol. 7, Issue 2. P. 302–310. doi: http://doi.org/10.1108/ijmpb-10-2013-0049 

Bushuyev S., Kharitonov D., Rogozina V. Organizational Project Management pathology // Management of development complex system. 2012. Issue 10. P. 5–8.







Copyright (c) 2019 Sergey Bushuyev, Boris Kozyr, Alina Zaprivoda

Creative Commons License
This work is licensed under a Creative Commons Attribution 4.0 International License.

ISSN (print) 2664-9969, ISSN (on-line) 2706-5448