Translating Corporate Strategy into Project Strategy

Introduction

This book is, essentially, the final report of a research project largely funded by PMI on how companies move corporate strategy into project strategy, undertaken by University College London in 2002 and 2003.

In discussing this proposed work with PMI staff, we suggested that there is considerable ambiguity in our understanding of the way business strategy is translated into—and implemented by—projects.

We also noted that there seems to be little literature on how project strategy should be formulated or what it should comprise; in fact, as Artto has pointed out, there is less on the strategy of managing a project than on the development of the project itself (Artto, Lehtonen, and Saranen 2001).

We further pointed out there was ...