CHAPTER TWO
Linking Projects to Strategy
Where there is no vision, the people perish.
PROVERBS 29:18
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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