ABSTRACT
Ideas are linked to change, change is linked to strategy and strategy is linked to both project and operational work. Not quite a vicious circle, but clearly a 'justification overlap exists, if not a competitive dilemma as to where the priority should be. Within this research, development and growth, a new lexicon of project management-related terms begins to filter through, including: strategy, value management, investment, governance, integration, project management office, stakeholder management and project maturity. Anything to do with management involves a dynamic and often constructed mix of both scientific principles and other more discretionary and personal input. Strategic management is certainly no different. Regardless of the driving forces-climate change, economics, social pressures, politics, technological enhancements, consumer demand, global competition or increased regulation and compliance-new workplaces and new workforces are changing the traditional operational footprint within organisations.
