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|Title: ||Reforming the management of industrial projects in developing countries: the role of strategic planning|
|Authors: ||Ochieng, Edward G.|
Price, Andrew D.F.
Industrial project management
|Issue Date: ||2006|
|Publisher: ||© ARCOM / © the authors|
|Citation: ||OCHIENG, E.G. and PRICE, A.D.F., 2006. Reforming the management of industrial projects in developing countries: the role of strategic planning. IN: Boyd, D (ed.), Proceedings 22nd Annual ARCOM Conference, 4-6 September 2006 Birmingham, UK. Association of Researchers in Construction Management, Vol. 1, pp.93–102.|
|Abstract: ||The decline in performance of many industrial projects in many developing countries is a result of projects becoming more complex and reduced time schedules, consequently, project management in developing countries is failing because of flawed assumptions and idealised theory. It rests on centextualism of procedures, knowledge and process which are best developed by taking a more strategic approach. The complex nature of industrial project management has led to conflicting procedures, knowledge and cultures. Using a qualitative approach this study explores the role of strategic planning in developing countries. The findings suggest that project managers and aid agencies in developing countries must actively promote strategic project management as a means of implementing strategic change. The findings provide a comprehensive assessment of factors critical to strategic planning success of projects in developing countries.|
|Publisher Link: ||http://www.arcom.ac.uk/-docs/proceedings/ar2006-0093-0102_Ochieng_and_Price.pdf|
|Appears in Collections:||Conference Papers (Architecture, Building and Civil Engineering)|
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