What is project strategy?

Abstract

The concept of project strategy -referring to the strategy of a single project -has remained ambiguous in existing studies. In this research, we review literature from multiple viewpoints to develop a novel definition and interpretation about the project strategy concept. Our definition is used to derive different alternative project strategies from literature, characterized by two important dimensions in a project's environment: project's independence and number of strong project stakeholder organizations. We introduce four types of strategies for a project along these two dimensions: obedient servant, independent innovator, flexible mediator, and strong leader. Existing research using the project strategy concept mostly assumes that there is one strong parent organization for a project; indeed, the parent is assumed to dictate an image of its strategy to the project, and the project is assumed to take an obedient servant's role, to serve as a tactical vehicle that becomes a mere part of its parent organization and the parent's strategic scheme. Our project strategy definition and the four project strategy types allow a more open interpretation about the content of alternative environment-dependent project strategies as well as the processes of strategy formulation and implementation. The wider concept of project strategy introduced in this paper recognizes more widely the various positions that a single project may take in its environment. This way, our paper contributes even to development of new and context-specific project management bodies of knowledge in the future. The paper suggests empirical research and further conceptual research on detailed contents of different project strategies.

Systems thinking in innovation project management: A match that works

“…Much research into the organization of project management has separated strategy/decision-making from execution (Artto et al, 2004(Artto et al, , 2008Partington, 1996;Rodrigues, 1994). The split between decision-makers and project managers creates two different managerial systems; one formal, used to comply with external (usually contractual) specifications, and one informal based on the intuition of the project managers and the group dynamics within the projects (Jaafari, 2001).…”

“…The practice of systems thinking then is already being implemented in reality, albeit sub-optimally as it is practiced in an amateur way through the limited experience and frameworks of reference of the managers (Jaafari, 2001;Rodrigues, 1994). For this reason we need to develop a methodology that explicitly conceptualizes this experience and frameworks, a methodology that will bridge strategy with project operations through proper boundary management and smart controls (Artto et al, 2008;Poli and Shenhar, 2003). It has been demonstrated in the field of systems thinking that different managerial methodologies are appropriate in different contexts and for reaching different ends.…”

Estratégia, Pessoas e Operações como agentes influenciadores do desempenho do Escritório de Gerenciamento de Projetos: uma análise por meio da Modelagem de Equações Estruturais

“…Thus, it is understood that the project strategy is the direction in the project that contributes to the success in your environment (Artto et al, 2008). The recognition of the strategic importance of project management in the corporate world is accelerating.…”

Fuzzy decision analysis for project scope change management

“…Project strategy shows direction of the project to achieve successfully the project objectives in its environment (Artto & Martinsuo, 2008). In other words project strategy is the project perspective, position, and guidelines for what to do and how to do it, to accomplish the best competitive advantage and the best value from the project.…”