Chapter 1. Spotting Project Fog
The last five years of my professional life involved completing a doctorate in project management (DPM) and exploring strategic issues related to the practice of project management in organizations. The research conducted for my thesis is the genesis of this book. As I traveled the world of project management and C-suite executives that are so critical to the process of sponsoring and executing projects, I began to recognize that both parties were frustrated with the efforts and results from the other.
Project management professionals often feel distant and unconnected to the strategic management processes of their organizations. Rather than being strategic partners, they feel like a pair of hands that kick into ...
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