ABSTRACT
Each organization will have a somewhat unique role for projects based on their business type and level of maturity. This issue can be looked at in two parts. One part involves how a project’s value is defined and the second part deals with how project targets are created and pursued by the organization. Both views have undergone significant evolution over the past 20 years. Regardless of the underlying mechanics, formalization of project roles in the enterprise has been increasing over the past several years. Most organizations now look at the project model as the preferred operational approach to pursue changes in their products or processes.
