ABSTRACT
The adoption of techniques is determined by the nature of the organization and its business, and on the state of power relationships between executive teams and the distributed parts of the organization. The stage-gate controls on distributed projects therefore only manage what is presented to them, which will be the projects emerging from the silos of the individual departments. In strategic power, projects are devised by the corporate centre as a means to implement a central strategy. As with all tools and techniques, the methods for the management of multiple projects can be picked up from a manual and learned and applied in a short time. ProjectCraft practitioners who are more socially aware will also recognize that the techniques deployed in organizations to oversee projects are determined by a pendulum of power, swinging between central control and peripheral independence.
