ABSTRACT
Project work appears to be thriving in most sectors and domains. It underpins development and growth, as well as the implementation of policy, and hence carries strategic consequences. Yet, practitioners are searching for new types of answers that extend beyond the traditional techniques and approaches. Scientific management, the root of most managerial approaches, was obsessed with efficiency, consequently eschewing participants and abrogating all decisions to the newly formed management cadre, resulting in an unmotivated and deskilled workforce. Production first, people second approaches can no longer work for knowledge workers and connected participants. Strategy is closely entwined with execution, requiring an adaptive mind-set that is able to overcome difficulties and hurdles. Strategic initiatives translate organisational strategy into results through the action programmes needed to execute and realise the strategy. Governance refers to the control, influence and regulation required to conduct policy and action and secure the conditions needed to organise and steer both power and actions.
