Moving from corporate strategy to project strategy

Because much of the management writing on strategy focuses on corporate- and business-level practices, there is a dearth of writing explaining how organizations and project professionals implement corporate strategy through projects and programs and how they translate corporate strategy into project and program strategy. This article discusses strategy implementation and translation in relation to four case studies and a PMI-sponsored survey of PMI Europe members, a survey that reveals the processes, practices, and people issues involved in efforts to systematically move from strategy to projects and programs. In doing so, it describes the process of developing corporate strategy and explores--via the literature--the methods of implementing strategy through projects and programs. It then details the survey, describing the methodology used, explaining each case organization's project and program practices, and analyzing the findings.
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