Linking Projects to Strategy

Where there is no vision, the people perish.


One of the most vocal complaints of project managers is that projects seem to appear almost randomly. They are often concerned that the projects they work on seem unlinked to a coherent strategy and that upper managers are unaware of the total number and scope of projects being undertaken. As a result, some people feel they are working at cross purposes, on too many unneeded projects, and on too many projects generally. These factors prove detrimental to effective organizations. Giving projects a strategic emphasis helps resolve such feelings and is the first move toward creating an environment for successful projects. This chapter covers the ...

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