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 organizations view project management as a highly technical discipline – an area for engineers, information technology (IT) professionals and project managers. 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 to discuss, prioritize and decide on all the new project proposals.
Lack the means to monitor the success or failure of their strategic projects.
And therefore do not spend enough time following up the execution of projects.
