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Project management: key tool for implementing strategy

Andrew Longman (Andrew Longman is a Partner in Kepner‐Tregoe, Inc., a management consulting firm specializing in strategic and operational decision making and project management. He is also Director of Marketing and Product Development. His client projects include American Honda, Kimberly‐Clark, Lockheed‐Martin, Daimler‐Chrysler, Procter & Gamble, and TRW (alongman@kepner‐
James Mullins (Kepner‐Tregoe’s Product Manager for eThink, an enterprise‐wide software system that supports the use of problem‐solving and decision‐making skills to resolve project issues and capture lessons learned. He consults with Fortune 500 clients in a variety of industries (jmullins@kepner‐

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 October 2004



There are several conditions essential for project success that apply to all projects, whether related to top‐level strategic business issues or operational ones: executives must make a compelling business case for project management; make it practical, relevant, and beneficial from day one; make systems and procedures project management‐friendly; make project management a win for team members and managers; make project management an ongoing learning experience, and; make success public. Project management requires deliberate planning and action to create the conditions for success and put in place the strategy, leadership, goals, process, skills, systems, issue resolution, and structure to direct and exploit the dynamic nature of project work. If work today is done through projects, as is surely the case, then working smarter on projects will enable an organization to meet, head‐on, whatever strategic and operational challenges may come its way.



Longman, A. and Mullins, J. (2004), "Project management: key tool for implementing strategy", Journal of Business Strategy, Vol. 25 No. 5, pp. 54-60.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

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