Critical Factors Affecting the Planning and Implementation

of Major Projects

Study Conducted by Philip Bromiley and John M. Bryson

George Washington University 2011

EDUC 6570

Jennifer Peterson and Jessica Western

Abstract

• The study by Bromiley and Bryson explores the relationship between context, process, and outcome variables in strategic change cases

• The study used a quantitative cross-sectional analysis of 68 major project cases

• The results show that contextual variables strongly affect aspects of project planning and implementation process

• As a result project outcomes are impacted through the planning and implementation process

• Also, process and contextual variables influence outcomes

• The results of the study indicate process does strongly influence outcome and context affects outcomes

Questions

1. How does the context of a major project influence the process of project planning and implementation?

2. How do the context and process influence the outcomes of major projects?

Definitions

Context-the background and information of major projects

Process-the approach taken to get to the outcome

Outcomes-end result

Introduction

• In this study, “the planning and implementation process will be defined as a set of generic activities that occur across an entire problem-solving sequence” (p. 320).

• Process activities include problem and solution identification, communication between organizations and affected parties, communication within the lead organization and conflict resolution.

• Context, generic planning and implementation activities, and outcomes are examined.

• “The study focuses primarily on the action unit principally charged with carrying out the project, and defines success from the action unit’s perspective” (p.320).

Methodology

• Students analyzed and coded data from 68 recorded cases of planned change, most cases involved government change efforts

• Students grouped in four or five analyzed a case. The students were directed to analyze and code the case independently and not to discuss the results

•Factor analysis was used to reduce the data set from the coded items

•“To determine the underlying factor structure, we analyzed the context, process, and outcome variables by principal factors analysis followed by varimax rotation and retained factors with eigenvalues over one” (p.323).

Results

“Managers often say the value of strategic planning is in the process rather than the plan. This study strongly supports such a position: process does influence outcomes, and not only does it influence outcomes, it is a strong path by which context affects outcomes – at least in the case of major projects” (p.334).

Reference

Bromiley, P. & Bryson, J. M. (1993). Critical factors affecting the planning

and implementation of major projects. Strategic Management

Journal, 14, 319-337.