This chapter provides the use of process-oriented strategic planning concepts—Hoshin Kanri—for managing projects. Process becomes the proper approach when systematic behavior offers means of improvement, as the goal can be decomposed into a repeated sequence of actions. There are many approaches to studying project performance but one of the most used has been through the investigation of critical success factors (CSF) as predictors of performance. J. K. Pinto and D. P. Slevin identified ten CSFs, ranging from project mission, top management support, project schedule/plan, client consultation, technical tasks, and communication to personnel recruitment/selection and training. In spite of the well-known the contribution of HK will allow to think in terms of the deliverable implementation in the specific processes, which need to be reconfigured accordingly, instead of the deliverable releases. From the organizational perspective, the Project Management Office plays a significant role because its primary function is to develop and monitor compliance with organizational project management methodology.