Generic objectives

This section Generic objectives introduces the ten generic project objectives within the dedicated method. Combined with the supplier perspective these generic project objectives form the basis of the dedicated method for project suppliers to manage project objectives effectively within their organisation.

First steps toward the generic project objectives [1]

The initial three generic project objectives

As explored in section Future, Youngman elevated Goldratt's goal of a company to "make money now as well as in the future" to the full strategic level to "secure the future." More specifically, he defined "secure the future of the company" for both a commercial company and a non-profit organisation, with their deviating necessary conditions. 

Within the method, these three goal conditions are combined and rephrased.

• generic form for an organisation (for-profit or non-profit);
• project execution context from the supplier perspective (instead of a generic organisational perspective).

This leads to the first three generic supplier project objectives:

1. Generate project profit or secure funds now and in the future.
2. Satisfy project customers now and in the future.
3. Provide project employees with secure and satisfying work.

Applicable productive aspects of project subjects

With the initial three generic supplier project objectives as a basis and guidance, a set of supporting principles is followed to identify the method's remaining generic supplier project objectives based on the relevant, productive aspects of project subjects. 

There are two key items involved in a typical change process. [2]

• subject: a person or thing that is being discussed, described, or dealt with;
• aspects: a subject's particular parts or features.

However, not just change but productive change is critical for organisational success. [3] Therefore, with the question of what to change, we are not just considering aspects of subjects but also productive aspects of subjects. Within the project context, an example of a productive aspect of a project subject is the knowledge or experience of an employee working on the project.

This leads to the following definition of what to change in the project supplier's organisation and its execution practices.

• relevant project subjects: persons or organisations (or any other living things) or things (tangible or intangible) related to the project;
• productive aspects: particular parts or features of such persons or things that might benefit the project supplier when undergoing productive change.

Based on extensive study of relevant literature, relevant generic project subjects and their productive aspects for the method are identified, as summarised in Table 1.

Table 1 Generic project subjects and their productive aspects

However, it is noted that not all productive aspects of project subjects, as identified in Table 1, are applicable and involved in the method's generic supplier project objectives. The productive aspects of project subjects directly related to project cost, time (planning), and scope (quality) of the project result—product(s), service(s), other result(s), or a combination—remain the domain of the (traditional) project controls, such as cost, time, quality, organisation, and information control. These project controls control the "project actions" of the supplier, consisting of "executing the project and delivering the project result to its customer" (project execution). The link between these traditional project controls and the generic supplier project objectives is the supplier project objective actions. The supplier project actions are controlled by the project controls and act as a catalyst for the supplier project objective actions that achieve the supplier project objectives. (Figure 1)

Figure 1 Supplier project objective actions through supplier project actions

Although productive aspects of project subjects related to the project controls of the project results do not apply to the generic supplier project objectives, the project controls are aligned with the new method, which will provide the proper objectives for the project controls. So, these productive aspects, functionality, quality, planning, and cost, are not applicable; however, innovation of project results remains applicable. (Table 2)

Table 2 Applicable generic project subjects and their productive aspects

Supporting principles [1]

Six supporting principles enable the systematic deduction of the method's remaining generic supplier project objectives.

The first principle emphasises that the objectives are project objectives, not organisational objectives, which however lead to organisational success via organisational benefits. It is however important for the project objectives and its specific definitions, to highlight the link between the project and organisation and the project's subordination to the organisation. 

The second principle is added value. An important question to ask within the method is: what is the added value of the project for the organisation? Because as we know, where for the customer the added value is obvious, the organisational benefits of the project implementation, for the project supplier however, this is not always that obvious. Therefore, the continuous question is what the added value of the project can be for the organisation? Such questions, followed by rigorous (active) management of objective actions to achieve that added value, is an important principle.

The third principle is 'now and in the future', which emphasises that the project should not have a short-term goal of its own, instead subordinate to the organisation and its long-term goal to secure its own future. Covey [4] explains that effectiveness lies in the balance between production of desired results and production capability, the ability or asset that produces the result. There are three kinds of assets: physical, financial and human. Balance means proper investment in the asset instead of short-term production maximisation, ensuring long term (future) returns.

The fourth principle is leadership versus management. Peter F. Drucker was a famous and influential business philosopher, writer and consultant, and sometimes called the father of modern management, analysing economics and society for over sixty years. His famous dogma stated that management is doing things right; leadership is doing the right things. [5] Leadership relates to effectiveness and management relates to efficiency. The standard supplier project objectives can be categorised as typical leadership or management or a combination of both.

The fifth principle is qualitative versus quantitative. The generic supplier project objectives can be categorised as typical qualitative, quantitative or a combination of both. Note that quantitative and qualitative are respectively connected to the productive changes increase and improve of the second principle.

The final and most dominant sixth principle emphases the importance of productive change, not just change. As further studied by S. Waddock and S.B. Graves, [6] in their book Built to last, J.C. Collins and J.I. Porras separate the single most successful habit of visionary companies as core ideology in a visionary company working hand in hand with a relentless drive to stimulate progress that impels change and forward movement in all that is not part of the core ideology. [7] Continuous productive change is a continuous improvement process based on continuous awareness that every small productive change takes the supplier closer to its goal. Or in other words, to generate 'added value' from the project for the organisation during and after project completion, by each productive aspect of the project subjects. Productive change of productive aspects, being (pro)active actions such as to increase, improve, satisfy, provide, secure, innovate, evaluate, feed back, utilise or enhance. productive change is also directly captured in four supplier project objectives related to competence, innovation, lessons learned and process assets; all involved in continuous improvement of project subjects such as the project result, resources, process assets and employees.

Other considerations supporting the deduction of the generic supplier project objectives of the method, consist of various supporting questions such as:

• Are organisational resources unlimited, or could a project benefit to the organisation by deploying certain resources in an efficient manner?
• What improvements, potentially beneficial for the organisation, could a project establish by project execution?
• What improvements, potentially beneficial for the organisation, could a project manager establish by project execution?
• Are project results one-time developments or could the project develop project results in such a way that it benefits the organisation beyond this one project?
• What added value could be left in place after the project is completed?
• What added value could be left in place after a project manager has left to another organisation?
• Are there certain rules that the project just needs to comply with, such as certain pre-conditions, or can the degree of compliance with certain rules be a benefit or disadvantage for the organisation?

Introduction of the generic project objectives [1]

This chapter further introduces and explains the generic supplier project objectives.

Competence

Human resources, or employees, are widely considered the single most important asset of an organisation, with a major impact on its organisation. Studies confirm that continuous improvement of employee competence is a major success factor to perform the next project better and thereby stay ahead of the competition. In his book Good to great, J.C. Collins however found that in a good-to-great transformation within a good-to-great company, people are not your most important asset, the 'right' people are. [8] And the right people are people with various levels of competence, but also with the right character and attitude. Most projects create two kinds of outputs: deliverables (tangible outputs such as content, software and guidelines) and competence (non-tangible outputs that should be documented and shared). Competence combines knowledge (specialised or generic) related to theory and experience (hard and soft skills) related to practice.

Within the method, this objective is captured in the generic supplier project objective 'Competence' to:

• increase and improve project employee knowledge and experience.

All types of projects can benefit their organisation by increase and improvement of competence, as a secondary output or result next to the primary project result. [9] This introduces the incentive of the project adding value to the organisation (success criteria), instead of only benefiting from the organisation (success factors).

Customers

Numerous literature sources consider customer satisfaction to be the most important objective and success criteria of a project. To many, the most important stakeholder is the customer, since the project is being created for the customer. To others, project supplier internal stakeholders, such as programmers, overwhelmingly consider meeting the scope of software projects, which comprises the functionality and quality of the project outcome (customer's requirements) as the highest determinant of success. [10] Customers are a subgroup of stakeholders, however that important that it justifies its dedicated objective.

Within the method, this objective is captured in one of the three initial generic supplier project objectives, 'Customers', based on the three goal conditions of the theory of constraints, as to: 

• satisfy project customers now and in the future.

It is important to note that customers are actually a subgroup of stakeholders, however that important that it justifies its dedicated objective. Also, that customers are intentionally defined as plural; a project might have multiple customers, such as a direct customer and its end-customer, the user in whose organisation the project result is actually implemented; both the customer and end-customer require specific stakeholder management.

Note that as a non-profit organisation does not have a customer oriented goal condition, and therefore not a primary customer oriented generic objective – although certain non-profit organisations do supply products to paying customers, even if it is against cost price – however they do have a primary process to maximise their outcome, which is covered by the generic objective to satisfy, not their customers, but their stakeholders.

Certain organisations, non-profit or for-profit, put their customers or end-users at the highest priority within their organisation, as per their organisational vision and values. And although 'customers' are also covered in the project controls through scope or quality control, via this generic objective, customers can be given the appropriate attention and prioritisation within the organisation in relation to the other generic objectives. And it can also describe and clarify the link between the project and the organisation by means of the customer.

Employees

The competence objective defines that not just people, but the right people are the most important asset. The first step is to get or develop these right people (competence objective), the next step is to keep these right people. Means of satisfying the employee involve – besides the organisation – the employee itself as well, by motivation and commitment; this can be reached by e.g., career development, training, challenges and autonomy. Anne M. Mulcahy, former CEO of the Xerox Corporation, stated that 'Employees are a company's greatest asset - they're your competitive advantage. You want to attract and retain the best; provide them with encouragement, stimulus, and make them feel that they are an integral part of the company's mission." and that "Employees who believe that management is concerned about them as a whole person – not just an employee – are more productive, more satisfied, more fulfilled. Satisfied employees mean satisfied customers, which leads to profitability.'

Within the method, this objective is captured in one of the three initial generic supplier project objectives, 'Employees', based on the three goal conditions of the theory of constraints, as to:

• provide project employees with secure and satisfying project work.

Jim Highsmith explains in his book Agile Project Management: Creating Innovative Products, that the essence of the agile movement or principles, whether in new product development, new service offerings, software applications, or project management, rests on two foundational goals: delivering valuable products to customers and creating working environments in which people look forward to coming to work each day.

Innovation

At the project customer, organisational benefits are directly linked to innovative project results. However, at the project supplier, specifically pushing innovation objectives directed to future benefits has the potential to result in substantial (future) organisational benefits for itself as well. In their book Built to last, J.C. Collins and J.J. Porras separate the single most successful habit of visionary companies as core ideology working hand in hand with a relentless drive for progress that impels change and forward movement in all that is not part of the core ideology. [11] One thesis increases our understanding of improving the position of non-central actors such as suppliers in project networks, because suppliers are regarded as key sources of construction project innovations. And an exploratory case study of a long-term co-innovation relationship between a project supplier and customer, recognised its high benefits value for both parties. [7] Steve Jobs, former co-founder and CEO of Apple Inc., said that 'Innovation distinguishes between a leader and a follower.'

Within the method, this objective is captured in the generic supplier project objective 'Innovation' to:

• innovate project products, services or other results.

Can innovation on the project (supporting the execution of a pilot project within the project) be a productive internal project objective leading to new products or applications, which can secure future project profit or funds? Yes, it can and in fact does in many instances on projects, sometimes developing on the project just by coincidence or along the way, however not pro-actively pushed by the organisation. By innovation on the project, an ending product (or more generic project result) life cycle can be succeeded by a new project result life cycle, with the potential to generate future money for the organisation.

Lessons learned

Lessons learned are one of the most important and value-added aspects of the project management lifecycle to the organisation; however often also the most ignored part of finishing a project. A study with thirty two field interviews concludes that by creating a learning organisation attuned to complexity and its management, companies are more likely to have the knowledge and skills essential to respond competently to the complexity frequently encountered in new product development projects. And to provide clearer guidance on how to fulfil project success criteria, another study identified underlying factors that affect performance and thus project success in construction processes, finding that the top five most important process factors were found to relate to knowledge and communication sharing. [12] In their standard Guidance on project management, the International Organisation for Standardization defines, besides the project charter, lessons learned from previous projects as a primary input to develop the project plans. [13]

Within the method, this objective is captured in the generic supplier project objective 'Lessons learned' to:

• identify and feed back project lessons learned.

Although lessons learned are usually considered a means to achieve process assets, the 'process assets' objective might not capture all lessons learned potential. Lessons learned can contribute to achieve various other project objectives, if actively pursued as well. Because such contribution to achieve other objectives – and moreover the actual improvement of that achievement – is that important that it justifies its dedicated objective. 

Money

Within the method, this objective is captured in one of the three initial generic supplier project objectives, 'Money', based on the three goal conditions of the theory of constraints, as to: 

• generate project profit or secure funds now and in the future.

Remember however that project subjects or objectives directly related to project cost, time and scope, remain the domain of the (traditional) project controls such as cost, time and quality control. These project controls control the 'project actions' of the supplier, consisting of 'executing the project and delivering the project result to its customer' (project execution). However, the 'money' objective is yet created as a primary generic project objective within the method, despite this traditional (cost) project control. The 'money' objective is however a broader objective than just direct cost control on the project. It covers all cost related organisational benefits for the organisation linked to supplier project objectives.

Although money, or cost, is already covered in the project controls as well, inclusion of money in the generic objectives as well ensures that the generic objectives are complete and cover all possible objectives relevant within the method. Furthermore, it enables to give money the highest priority within their organisation as per their organisational vision and values, for example within a for-profit organisations that indeed puts money first.

Process assets

Projects can benefit by re-use of useful templates, procedures and guidelines, developed from experience and lessons learned from former projects within the organisation. According to the PMBOK Guide, organisational process assets include any or all process related assets, from any or all the organisations involved in the project that can be used to influence the project's success. [14] These process assets include formal and informal plans, policies, procedures, and guidelines. The process assets also include the organisation's knowledge bases such as lessons learned and historical information. Organisational process assets may include completed schedules, risk data, and earned value data. Updating and adding to the organisational process assets as necessary throughout the project are generally the responsibility of the project team members. Within the capability maturity model implementation (CMMI) for development, the process management process areas feed organisation's standard processes, work environment standards and supporting assets within the advanced project management process areas, based on received lessons learned, and planning and performance data. [15] The integrated project management process area establishes and maintains the project's defined process that is tailored from the organisation's set of standard processes. The project uses and contributes to the organisation's process assets.

Within the method, this objective is captured in the generic supplier project objective 'Process assets' to:

• increase, improve and innovate project process assets.

Note that within process assets, increase refers to quantity, improve refers to quality and innovate refers to change. Process assets are closely linked to lessons learned; lessons learned being the process, process assets one of its specific results.

Some organisations, for example an applied engineering driven company in a market with very small profit margins, can only remain on the same pace with or ahead of its competitors by full optimisation and continuous improvement of its engineering and logistic processes. For such a company unconditional use of its process assets, but also continuous improvement of its process assets (such as standard processes, calculation sheets and check lists) by its project teams is of primary importance. And for such a company, the specific generic objective 'process assets' can provide the proper focus within the method.

Resources

Organisational resources are defined as means used by the project to accomplish the project result, consisting of e.g., employees, facilities, money, organisation, process assets and tools. Can the project utilise resources with minimal impact on its organisation, or even with a positive impact on its organisation? According to the project excellence model, resources must be utilised in an effective and efficient manner to achieve maximum benefit to the stakeholders involved. [16] CMMI for development defines that the management of the project ensures that the relevant stakeholders associated with the project coordinate their efforts in a timely manner. It does this by providing for the management of stakeholder involvement; the identification, negotiation, and tracking of critical dependencies; and the resolution of coordination issues within the project and with relevant stakeholders. [15]

Multiple projects often need to be planned together; strategic resources and critical chains are both important. A scheduling approach for multiple projects with several advantageous is the strategic resource approach, in which resource contention is resolved between projects for the strategic resource only. The advantage above resource contention of all resources is that projects can remain to be scheduled in isolation, and therefore much more practical and feasible, for all resources except the strategic resources. 

Within the method, this objective is captured in the generic supplier project objective 'Resources' to:

• utilise project resources effectively and efficiently.

To provide the most benefit to the organisation it is of key importance for 'organisational' resources, which temporarily become project resources, to be used effectively and efficiently on and by the project. This is important to acknowledge, the generic objective describes project resources, however it actually concerns organisational resources which are temporarily, during the project, available for the project; and after project completion, where applicable to be returned to the organisation.

Furthermore, note that 'effectively' relates to doing the right thing (leadership), and 'efficiently' to doing the thing right (management). Due to their importance however, resources such as employees and process assets are defined as dedicated objectives themselves.

As explained later in section Method, the senior PM philosophy is an important principle within the method, whereby resource conflicts between different projects are expected to be resolved between involved senior project managers within the best overall interest of the organisation instead of the independent projects.

Rules & Values

In the research for their book Built to last, J.C. Collins and J.J. Porras, contrary to business school doctrine, did not find 'maximising shareholder wealth' or 'profit maximisation' as the dominant driving force or primary objective through the history of most of the visionary companies. [7] They tend to pursue a cluster of objectives, of which making profit is only one, and not necessarily the primary one. Visionary companies do not see it as a choice between living to their values or being pragmatic; they see it as a challenge to find pragmatic solutions and behave consistent with their core values. Furthermore, the organisation's reputation is strongly linked to its core values, and external influences such as public opinion from society; e.g., regarding environment. Det Norske Veritas states that 'The overall objective with this Recommended Practice is to establish guidelines and recommendations for the process required to reach an acceptable and controlled exposure to risk during marine operations, for personnel, environment, assets and reputation.' [17] Reputation relates to the rules and values of the organisation. And a study defines enhancing company's reputation as an important project success criterion, because the loss of reputation caused by a project reflects the customer's attitude toward the company rather than toward its individual project. [18] In many occasions, regulations, standards and values are considered conditions that are either complied to or not; or neutral, without any positive or negative contribution to the organisation. However, they should and can be treated as actual opportunities for positive contribution instead; or the opposite, threats for negative contribution, depending on the actual degree of compliance.

Within the method, this objective is captured in the generic supplier project objective 'Rules & Values' to:

• enhance project compliance with legislation, regulation, and society and organisational values.

Collins [7] found that the single most successful habit of visionary companies to be that 'Core ideology in a visionary company works hand in hand with a relentless drive for progress that impels change and forward movement in all that is not part of the core ideology.' Preserving the core of the company while stimulating progress in all other areas. Such preserving of the company's core relates to the objective rules & values.

Stakeholders

As concluded by E.M. Goldratt and Dr K.J. Youngman, customers and employees are the two single most important stakeholders of a supplier and its project, therefore defined as dedicated project objectives. [19] Other key stakeholders are e.g., subcontractors or sub suppliers, executive management, shareholders or non-governmental organisations. Their satisfaction will benefit the organisation strongly as well, and take it closer to its goal.

Within the method, this objective is captured in the generic supplier project objective 'Stakeholders' to:

• satisfy project stakeholders now and in the future.

All supplier project objectives are actually directly related to or indirectly driven by stakeholders. In a business context, a stakeholder is a person or organisation that has a legitimate interest in a project or entity. Stakeholders of a project or the executing organisation vary from employees, project team members and management team, to suppliers, customers and shareholders. Although the objective 'satisfy project stakeholders now and in the future' is already linked to shareholders in general, due to their importance and influence, within the method four generic supplier objectives are directly linked to two key stakeholders of a project; one to customers and even three to employees. The objective 'satisfy project customers now and in the future' is obviously linked to customers, and the three objectives 'provide project employees with secure and satisfying work', 'utilise project resources effectively and efficiently' and 'increase and improve project employee knowledge and experience' are linked to employees.

Through the 'stakeholders' objective, the method provides a framework for the transparent management of the objectives of the various specific or special stakeholders of the project.

Stakeholder management is sometimes defined as a separate process, separate from management of project objectives, but usually it overlaps or conflicts. At first sight stakeholders' targets and expectations might seem less demanding than actual contractual requirements for the project, however in reality they are really conceived as more demanding. One of the reasons that sometimes certain stakeholders have a large influence on the project is because contractual requirements are not always that clear or strict in practice. Compromises, more or less far-reaching, are therefore many times inevitable. For example, a contractual delivery date penalised by a weekly penalty seems a hundred percent fixed. But what about discussions with for example the customer on who caused the delay; or what about an internal discussion whether a limited delay could be acceptable for the customer at a certain stage within the project; or an assessment of how successful the customer can actually claim a penalty. 

Synergies between the generic project objectives [1]

All conceivable project objectives involved in any project can be classified now as one of the generic supplier project objectives, developed in the preceding chapter:

• Competence increase and improve project employee knowledge and experience;
• Customers satisfy project customers now and in the future;
• Employees provide project employees with secure and satisfying project work;
• Innovation innovate project products, services or other results;
• Lessons learned identify and feed back project lessons learned;
• Process assets increase, improve and innovate project process assets;
• Money generate project profit or secure funds now and in the future;
• Resources utilise project resources effectively and efficiently;
• Rules & values enhance project compliance with legislation, regulation, and society and organisational values;
• Stakeholders satisfy project stakeholders now and in the future.

Although most generic supplier project objectives are interconnected and create various synergies together, even stronger connections exist between specific generic supplier project objectives. (Figure 2)

Figure 2 Interconnections between the generic supplier project objectives

Furthermore the relation between project actions and project objective actions, or project objective actions through project actions, with the supplier project actions acting as catalyst for the supplier project objective actions, can be depicted as two arrows. (Figure 3)

Figure 3 Project objective actions through project actions

The supplier project actions, that execute the project and deliver the project result, act as a catalyst for the supplier project objective actions, which achieve the supplier project objectives within the supplier's organisation. From this it is important to note that supplier project objectives are potential supplier organisational benefits achieved by supplier project objective actions through project execution: through executing the project or delivering the project result. (Table 3)  

Table 3 Generic project objectives through project execution

The representation as in Figure 3 also provides a symbolic representation of the generic supplier project objectives and their links. A house representing the supplier project objective actions to achieve the generic supplier project objectives seen through the windows of the house. And the house also an arrow pointing upwards towards the organisation's goal via the supplier organisational benefits. (Figure 4)

Figure 4 The generic supplier project objectives

The generic supplier project objectives are defined as result of a certain classification of objectives based on productive aspects of project subjects, which best supports the method. The generic objectives do not have an order of priority. In fact, priority assessment between objectives for the specific organisation and the specific project, is an important step in the method's process.

Thinking back about Goldratt's goal definition in his theory of constraints and Youngman's elaboration for a 'public company traded on the open stock exchange', it might be straight forwarded to suggest that the most important objective is money, followed by customers and employees, and other objectives. However, within the method – being a generic method for either non-profit or for-profit organisations – all generic supplier project objectives have equal importance, until they are prioritised for the organisation, via the method's implementation process (Chapter 6). Therefore, the method does not include any priority and lists generic supplier project objectives without prioritisation in alphabetic order.

In principle, each conceivable project objective should fit within one of these generic supplier project objectives; with the non-specific 'stakeholders' objective being a collective group for (special) objectives linked to the project's stakeholders which are less well captured by one of the other more specific generic objectives.

Objectives versus constraints?

Are all supplier project objectives indeed clear objectives, or do some of them act more like a constraint, or partially as a constraint? Before we can answer this question, we need to understand the difference between objectives and constraint. An achieved objective or target that results in added value, the organisational benefit, is an actual objective. However, an objective or target that just or only has to be complied with however does not bring any added value, seems more a constraint instead and not an objective. A constraint can be thought of as a catalyst as well, necessary for a process, however not directly used or involved in the output of a process. Some project objectives do indeed look more like constraints at first glance, instead of objectives, however they can still be used as objectives, just like any other objective. 

Leadership versus management, qualitative versus quantitative and productive change 

Various supporting principle to identify the remaining generic supplier project objectives of the method, such as leadership versus management, qualitative versus quantitative and productive change (Table 4). The standard generic supplier project objectives can therefore also be categorised as typical leadership (customers, innovation, rules & values and stakeholders), management (competence, employees, lessons-learned, process assets and money) or both leadership and management (resources). Or categorised as typical qualitative (such as customers, employees, innovation, rules & values and stakeholders), quantitative (such as money) or a combination of both (such as competence, lessons-learned, process assets and resources). But why is quality itself not a generic supplier project objective? Because quality is already integrated in other project objectives, such as customers (the customer is only satisfied when it receives the expected quality of the project result), stakeholders (certain stakeholders might demand a minimum quality as well) or rules & values (the organisation might have a certain quality level as a core value). Furthermore, project quality is also controlled by the (standard) project control 'quality' controlling the project actions (project execution). Finally, the generic supplier project objectives can be categorised with their primary productive change driver, such as to increase, improve, satisfy, provide or secure.

Table 4 Leadership versus management, qualitative versus quantitative and productive change

Part of the generic supplier project objectives are, besides success criteria (outputs), also success factor (inputs) on a next project, such as competence, innovation, lessons learned, process assets and resources. 

Conclusions

This section Generic objectives introduced the ten generic project objectives within the dedicated method. Combined with the supplier perspective these generic project objectives form the basis of the dedicated method for project suppliers to manage project objectives effectively within their organisation. 

The next and final section Method introduces the new dedicated method for project suppliers to manage project objectives effectively within their organisation and its project execution practice, to close the gap between project and organisational success at the project supplier, to provide the most possible benefit for its organisation, to secure its future.  

Footnotes (see section References)

[1] van der Wekken, 2024.

[2] Oxford English Dictionary, 2020.

[3] Goldratt, 1984.

[4] Covey, 2004

[5] Drucker, 2001

[6] Waddock and Graves, 2002

[7] Collins and Porras, 1994

[8] Collins, 2001.

[9] JISC, 2013.

[10] Williams, 2015; Agarwal, 2006.

[11] Lehtimäki et al, 2018; Sariola, 2018.

[12] Walker, 2008; Kim and Wilemon, 2007; Lindhard and Larsen, 2016. 

[13] ISO, 2021.

[14] PMI, 2021.

[15] CMMI, 2007.

[16] Westerveld, 2003.

[17] DNV, 2003.

[18] Al-Tmeemy et al., 2010.

[19] Goldratt, 1994 ;Youngman, 2021