Aligning-Project Management

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140 2005 IRMA International Conference Organizations Through Information Technology, Proceedings of the 2005 Information
This paper appears in Managing Modern
Resources Management Association International Conference, edited by Mehdi Khosrow-Pour. Copyright 2005, Idea Group Inc.

Aligning Project Management Office and
Strategy: A Brazilian Case Study
Leandro Alves Patah, Marly Monteiro de Carvalho and Fernando José Barbin Laurindo
Polytechnic School of the Univ. of Sao Paulo, Av. Prof. Almeida Prado, 128, Cid. Universitária, 05508-900,
{leandro.patah@siemens.com} {marlymc, fjblau@usp.br}

INTRODUCTION
In the turbulence of the new economy, characterized by discontinuous, abrupt and sometimes unmanageable changes, companies should be able to make fast and responsive actions and innovative strategies in order to survive (Hamel, 1996). The great majority of companies already has this information and prepare themselves to compete in this new era through the elaboration of daring strategies, although feasible. According to Porter (1996), the strategy essence remains in choosing activities to be made in a different manner or in the execution of different activities in relation to the competitors. What happens, many times, is that the strategies are not put in operation because they do not arrive until the lower organization’s hierarchical levels or because they don not have an ideal medium to implement it. So the strategic planning in a business environment could be defined as the process of creating and implementing decisions about the organization future (Kerzner, 2001).

competition. Searching to gain efficiency, the management best practices were accumulating more importance (Porter,…...

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