ABSTRACT
I have spent the last ten years trying to understand why senior executives seem to neither understand project management nor regard it as an important means of strategy execution. While conducting my research, I discovered that most heads of organisations view project management as a highly technical discipline – an area for engineers and IT professionals. Consequently, they:
lack a basic understanding of how to link each of their strategic projects with the company’s overall strategy;
do not devote much time to developing project management competencies in-house;
fail to implement a formal project selection process and investment committee, which discusses, prioritises and decides on all the new project proposals;
lack the means to monitor the success or failure of their strategic projects.
