Abstracts
Résumé
Gérer des projets majeurs comporte son lot de critiques, d’enjeux, et demande des compétences exceptionnelles afin de mener à bien ces projets et de générer de la valeur ajoutée. Encore peu documenté dans la littérature, la question des compétences requises, tant au niveau individuel qu’organisationnel, est fondamentale pour comprendre les pratiques de création et de distribution de valeur dans les projets majeurs. Cet article conceptuel, illustré par des exemples empiriques de grands projets québécois, vise à identifier les compétences organisationnelles requises en gestion de projets majeurs pour créer de la valeur. Une revue de littérature présente les mécanismes sous-jacents à la création de valeur, et les principales compétences organisationnelles requises en gestion de projet. Puis, un cadre conceptuel est développé, articulant quatre pôles de pratiques interreliés et interdépendants permettant de générer de la valeur dans les projets et illustrés de façon empirique : structurel, procédural, technologique et relationnel. Une discussion présente les principales contributions théoriques et applications pratiques de ce cadre, et revient sur l’importance de développer les compétences organisationnelles ancrées dans le contexte de l’organisation pour permettre la mise en application de ces pratiques et d’une culture axée sur la création de valeur.
Mots-clés :
- Compétences organisationnelles,
- projets majeurs,
- création de valeur,
- culture organisationnelle,
- cadre conceptuel
Abstract
Managing major projects comes with its share of criticisms and challenges, and requires exceptional skills to successfully complete these projects and generate added value. The question of required skills, both individually and at the organizational level, remains relatively undocumented in the literature and is fundamental to understanding the practices of value creation and distribution in major projects. This conceptual article, illustrated by empirical examples of large-scale projects in Quebec, aims to identify the organizational skills required in managing major projects to create value. A literature review provides the mechanisms underlying value creation and the main organizational skills required in project management. A conceptual framework is then developed, articulating four interrelated and interdependent areas of practice that enable value generation in projects, and are illustrated empirically: structural, procedural, technological and relational. A discussion outlines the main theoretical contributions and practical applications of this framework, and reminds us of the importance of developing organizational skills rooted in the organization's context to enable the implementation of these practices and a culture oriented on value-creation.
Keywords:
- Organizational skills,
- major projects,
- value creation,
- organizational culture,
- conceptual framework
Appendices
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