Chapter 3
The Strategy-Oriented Project Cycle
The previous chapter, among others, highlighted the decisive role of a strategy-oriented approach toward projects and to managing projects. Chapter 1, at the same time, emphasized the uniqueness of each project, and pointed out the diversity of projects. Thus, one could say that each project implies a unique process in the course of its implementation. Consequently, there is no potential for conceptualizing the project process in one single figure.
The above conclusion seems to be true when we approach this issue at the level of each single project. However, applying a higher level of abstraction may help to reveal those features of the project process that are common to any project. By considering ...
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