Out of sync

In today's downturn economy, where corporate cutbacks and cancelled projects are buzzwords heard and realized all too frequently, project managers must--more than ever before--deliver projects that realize with organizational objectives and business value. This article discusses how project managers can work with portfolio managers to address projects that do not align with strategic goals. In doing so, it overviews why poorly aligned projects are launched and how portfolio managers can hold project sponsors accountable for a project's outcome. It explains a process that semiconductor manufacturer Intel uses to track if and how well its projects align with the company's strategic initiatives. It identifies the role that project managers play in helping decision makers identify both project risks and those projects which management should cancel. It then looks at how project managers can address a project which does not align with a business strategy. Accompanying this article is a sidebar summarizing how Inte
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