Ready or not
Over the past twenty years, an ever-increasing number of executives have come to recognize project management as a core business practice. But only now are project professionals beginning to understand the discipline's full potential. This article features a globally experienced project consultant--a current PMI board member and former PMI board chair--explaining three elements of that potential: strategic advantage, low turnover, and reputation. In doing so, this article looks at project management's evolution from a technical discipline into strategic weapon and discusses how executives can use project management as a method for expending limited resources more efficiently and for implementing projects that more effectively realize strategic goals and generate business benefits.