From Experience: Linking Projects to Strategy |
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| Authors: | Randall L Englund Robert J Graham |
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| Institution: | 1. Department of Metallurgical and Materials Engineering, Indian Institute of Technology Kharagpur, West Bengal 721302, India;2. Materials Science and Technology Division, CSIR- National Institute for Interdisciplinary Science and Technology, Thiruvananthapuram, Kerala, 695019, India;3. Department of Materials Science, Chair of Materials Physics, Montanuniversität Leoben, Jahnstraße 12, A-8700 Leoben, Austria;4. Erich Schmid Institute of Materials Science, Austrian Academy of Sciences, Jahnstraße 12, A-8700 Leoben, Austria;1. Department of Food Science and Technology, University of California, Davis, One Shields Avenue, Davis, CA 95616, United States;2. Faculty of Science and Industrial Technology, Prince of Songkla University, Surat Thani Campus, 31 Makham Tia, Muang Surat Thani, Suratthani 84000, Thailand;3. Department of Plant Sciences, University of California, Davis, CA 95616, United States |
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| Abstract: | There is a dramatic rise in the use of project management as organizations shift to provide customer-driven results and systems solutions. Some implementations of project management have been successful, whereas others are spectacular failures. A common occurrence in many organizations is too many projects being attempted by too few people with no apparent link to strategy or organizational goals. Research and experience indicate that the support of upper management is critical to project success. This article reviews actions that upper managers can take to create an environment for more successful projects in their organizations. Specifically, the authors discuss practices for upper manager teamwork and offer a complete model for selecting projects that support a strategic emphasis. The article includes experiences from within Hewlett-Packard Company. © 1999 Elsevier Science Inc. |
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