ABSTRACT
A Project Strategy should define a high-level approach to achieve satisfaction of a project’s aims, given the prevailing conditions and knowledge of the resources likely to be available (money, people, time). It should provide an answer to the question, ‘What do we believe is the best way of going about this?’ Such a strategy may be established by a Management Board, a Programme Board, executive-level potential customers who need change or innovation, or those who conduct feasibility studies or other pre-project investigations, all advised as far as possible by those potential Project Managers who would need to apply the strategy and realize a successful outcome. Anyone forming such a strategy will need to consider trade-offs between such approaches as:
one large, all-embracing, widest scope project
a series of sub-projects, each with limited objectives and scope, run in series
a series of sub-projects, each with limited objectives and scope, run in parallel.
