Alignment of Project Management With Business Strategy

48 International Journal of Information Technology Project Management, 6(4), 48-64, October-December 2015
Alignment of Project
Management with
Business Strategy
Bilal Ahmed Chaudhry, Faculty of Management Sciences, Riphah International University,
Islamabad, Pakistan
ABSTRACT
Project management is the use of different techniques to deliver project with meeting required objectives
within defined constraints. Corporate strategy is plan by which organizations aspire to achieve organizational
business goals. In recent times, project management is also used to achieve organizational goals by aligning
project management with business strategy of an organization. This research is carried to explore the effects
of aligning project management with business strategy on projects and organizations. Case studies were
carried out in three organizations; one from public sector; one from private and one from semi-government
organization. Results of this research revealed that alignment of business strategy with project management is
beneficial for both organization and projects especially in terms of organizational growth and project success.
Keywords:
Business Strategy, Organizational Growth, Project Management, Project Success, Strategic

Alignment
INTRODUCTION
Project management is a specialized form of management science. Project management, in some
form, exists since the start of world. Modern project management is considered to be started in
1950s (Kwak, Carayannis, & Anbari, 2003). Bechtel & Stephen (1989) stated that Bechtel used
word project management for the first time in early 1950s but the role of project manager was not
like operating in organizations as of today rather it was someone who is leading an autonomous
team in remote areas. Cleland & Gareis (2006) further stated that 1950s is commonly considered
as the time when project management appeared as a specialized field in management science.
During 60s and 70s, increasing interest of scholars was observed in the field of project management and different management theories were applied to project management (Morris, 1994).
After 70s, project management was headed towards standardization and usage of different tolls
was increased. More efforts were made to defines approaches for project management during 80s
and 90s Stretton (2007). Computer based tools were introduced for planning and scheduling with
the advancement in IT sector during 80s and 90s (Kwak, Carayannis, & Anbari, 2003). Definition
of project management is being evolved after passing through different phases, different definiDOI: 10.4018/IJITPM.2015100104
Copyright 2015, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
International Journal of Information Technology Project Management, 6(4), 48-64, October-December 2015 49
tion were produced by scholars in different times. Oisen (1971) defined project management as
the application of a collection of tools and techniques (such as CPM and matrix organization)
to direct the use of diverse resources toward the accomplishment of a unique, complex, one-time
task within time, cost and quality constraints (p. 16). Reiss (1993) defined project as an activity
performed to achieve a specific objective or goal within specified timelines and defined project
management as a mixture of planning & management of project and change management. Burke
(1993) defined project management as the responsibility for planning and controlling projects.
Lock (1994) defined project management as the combination of planning, coordination and
controlling of complicated and divergent activities involved in different commercial projects.
British Standard for project management defined project Management in 1996 as the planning,
monitoring and control of all aspects of a project and the motivation of all those involved in it
to achieve the project objectives on time and to the specified cost, quality and performance
(British Standard in Project Management 6079, 1996). Project management institute defines
project management as Project management is the application of knowledge, skills, tools, and
techniques to project activities to meet the project requirements (PMBOK, 2013). It has been
observed that due to vigorous attitude of business, the field of project management is continuously
developing in recent years (Rozenes, 2013). While on the other hand, strategy of an organization
is technique to move an organization towards achieving goals defined in mission or vision of an
organization. Use of word strategy can be traced till the times of ancient Greeks, it was used by
army and meant act of General (Ritson, 2013). Strategy in business terms has been defined by
many scholars. Chandler (1962) defined organizational business strategy as The determination
of the basic-long term goals and objectives of an enterprise, and the adoption of courses of action
and the allocation of resources necessary for carrying out these goals (p. 13). Andrews (1971)
presented a definition for corporate strategy; he further added that in the corporate strategy of
an organization, it should be clear that what kind of business an organization want to take. The
pattern of objectives, purposes, or goals and the major policies and plans for achieving these
goals, stated in such a way as to define what business the company is in or is to be in and the
kind of company it is or is to be (p. 28). Hofer & Schendel (1979) described organizational
business strategy as the interface direction between organization and environment. Quinn (1980)
has defined business strategy as an alignment of of organizational strategic goals, policies and
implementation processes with each other and allocation of organizational resources for obtaining business objectives of an organization. Porter (1991) stated that organizational business
strategy is set of rules and procedures that are defined to lead organization to a better and stable
performance. Richardson (2008) defined business strategy as the planning to achieve success A
strategy is a detailed plan for achieving success the bundle of decisions and activities that we
select to achieve our long-term goals our path (p. 1). Ritson (2013) defined business strategy
as preparing plans for organizational growth Strategy nowadays is big stuff the top levels
of the organization are generally involved in preparing plans for future for finance, growth by
acquisitions, innovation in products, developing new markets and increasing internal efficiency.
The recent rise of Apply is due to a combination of these factors (p. 8), Similarly Ritson (2013)
defined strategic management as Strategic management is the organized development of the
resources of the functional areas: financial, manufacturing, marketing, technological, manpower
etc., in the pursuit of its objectives. It is the use of all entitys resources (p. 16). Alignment of
project management with business strategy is important for organization as it is established from
many researches that most of the projects are not successful because of not meeting time, cost,
& budget constraints or few projects fail to fulfill customer expectations (Miller, 2002; Mankins
and Steele, 2005). Most commonly observed factor is that projects are carried out without link-
ing them with organizational strategy (Miller, 2002). By aligning project management with
organizational strategy, project management can be used as a tool to maximize the success of
companies (Isik, Arditi, & Dikmen, 2009).
Project management has attained an integral position in many organizations and it has been
observed that many projects fail due to misalignment between project and organizational goals
(Chang, 2013). In most of researches, researchers have agreed and recommended the alignment
of project management with business strategy (Miller, 2002; Brown, 2006; Englund & Graham,
1999). This point of view of alignment with business strategy of an organization is also opposed
by few scholars; Arto, Kujala, Dietrich and Martinsuo (2008) argued that, in the existing literature,
project strategy is often assumed to follow organizational strategy and suggested that it is not
always beneficial to copy project strategy from organizational strategy. Strategy implementation and project management is mostly carried out independently in organizations while there
are multiple opportunities available for aligning both fields to maximize benefits, this field of
alignment is still under exploited i.e. there are many gaps available in this field that are yet to
be explored (Grundy, 1998). Young, Young & Jordon (2012) stated in his research work that in
last decade about 100 billion dollars were invested without considering its impact on achieving
strategic goals of organization. Ample research work is available on implementation of strategy in
organization but scant research work is available on the importance and role of project managers
in implementation of strategy in organizations (Merwe, 2002).
As mentioned above there are gaps available in the field of alignment and there is need of
carrying out more research to find out the effects and importance of alignment on organizations
and projects. This research focused on finding out the effects of alignment on organization weather
they are positive or negative. Secondly, as mentioned above, limited research is available on this
topic so this research will add essential literature in this field. As this field is growing, there are
multiple opportunities available to explore new ideas and document practically observed factors.
This research can help organizations and this will be step forward in standardizing alignment
procedures with mentioned benefits. Research question of this study is
What are the effects of aligning project management with corporate strategy for organizations and projects?
LITERATURE REVIEW
Interacting Points between PM and Strategy
Brown (2006) has defined five major interaction points between strategy and project management:
Project Startup
Project Closure
Budget and resource authorization
Resolving Resource Conflicts and Setting Priorities
Organizational Crisis and Strategic Change (p. 4-5)
Strong collaboration between project management and business strategy at the starting phase
of any project can ensure that the outcome of project will be in accordance with organizational
goals. While execution of project, project team often face different hurdles, may see different
opportunities and visualize new goals and possibilities that can be achieved. At the closure of
project, if project management can document all these new ideas and problem faced then this
would be greatest contribution to business strategy that project management can make. For the
authorization of budget and resources, strategy makers and project manager should sit together
and take decision about required resources so that this can be beneficial for both project and
organization. Every company has limited resources so to resolve resource conflict between
different projects; organization strategy planners should prioritize allocation of resources and
execution of projects according to business strategy of an organization. During the execution of
projects, organization may face threats like technology is getting outdated, new competitors in
market etc. In this situation, project managers and strategy makers should sit together and, after
brain storming, give their ideas to the higher management about how to tackle this situation.
Organization strategy can be changed accordion to suggestion and project manage, strategy
maker and with consent of higher executives.
Project Management as a Business Process

Project management is also considered as a key business process. Watson (1994), in his research
work, acknowledges the efforts of McKinsey in the development of business enterprise model.
This model is shown in figure 1, this model describe the key business process of delivery system
of an organization. Project management is represented as a key business process of organization
business model.
Project management has been evolved as an important position in directing business strategy,
especially, for organizations that are extensively involved in projects, project managers have
important role in shaping business or corporate strategy of an organization (Morris & Jamieson,
2004).
Problem Avoidance Model

Buckley & Reed (1988) presented a problem avoidance model for strategic implementation
shown in figure 2
Figure 1. Project management as a Business Process. Ref: Watson, G. H. 1994, Business systems
engineering: Managing breakthrough changes for productivity and profit, John Wiley & Sons.
Figure 2. Problem avoidance model. Ref: Reed, R., Buckley, M. R., 1988, Strategy in Action
Techniques for Implementing Strategy, Long Range Planning, Vol. 21, No. 3, pp. 67 to 74.
In this model, organizational strategy is aligned with organization vision and mission. Strategy is further translated into action plans, CSRs, goals, appraisal and rewards on performance
and achievement of specific goals. By doing this, Buckley suggested, strategy of an organization
can be implemented in your organization.
Implementing Alignment
To implement alignment between with project management with business strategy, it is necessary that each individual should know the goals of organization but along with this, strategy of
all the business and functional units of an organization should rotate around business strategy
of an organization (Fonvielle & Lawrence, 2001). Process of alignment should be implemented
at the top level of organization i.e. at business units level, after that it should be implemented
downwards to functional units, teams and finally to individuals (Fonvielle & Lawrence, 2001).
Fonvielle & Lawrence (2001) presented top-down alignment process shown below in figure 3. In
this model, it is shown that strategic goal aligned with business strategy are defined at strategic
business unit level and measure are taken for achieving those goal. After this same alignment
procedure if followed by functional units, teams and individuals sequentially.
Kaplan & Norton (2001) has defined five principles which are commonly used in alignment
process. Kaplan & Norton (2001) termed these principles as Principles of a Strategy-Focused
Organization (p. 147). These five principles are shown in figure 4 and explained below.
Figure 3. Top-down strategic alignment Ref: Fonvielle, W., and Lawrence, P., 2001, Gaining
Strategic Alignment: Making Scorecards Work, Management Accounting Quarterly, 3, 1, pp. 4-14.
Figure 4. Five principles of alignment. Ref: Kaplan, R. S., Norton, D. P., 2005 Creating office
of strategy management.
Translate the Strategy to Operational Terms

Translating strategy to operational terms creates common understanding for all the employees.
A scoreboard can be designed, like Table 1, to convey message to all units of an organization
in operational terms.
Table 1. Translating strategy in operations term

Strategy
Name
Objective
Targets Achieved
Next Target
Project A
Project B
Financial
Marketing
Align the Organization to the Strategy

Alignment of organization is development of a system by which all the units of an organization
are integrated with each other. Organizations, usually, consist of different business units and
departments like finance, marketing, R&D etc. These departments or functional units can be
located at different places having difference in culture, language; these differences can cause
communication gaps which should be avoided by aligning these units to strategy. All functional
units can be integrated by defining service levels agreements (SLA) between different departments.
Misalignment with strategy can cause organization to lose its market share and this lose can
turn out to be incurable, it is very important and necessary for project management to find out
these alignments in your organization (Srivannaboon & Milosevic, 2006).
Make Strategy Everyones Everyday Job

Strategy simply cannot be implemented and carried by senior management. All the aspects of
strategy should be communicated to lower level. This can be achieved by implementing above
two points. All employees of an organization should be encouraged to give new ideas about
strategy of an organization. Some times higher is reluctant to inform all employs about the
strategy of an origination because they consider it as a secret. Kaplan & Norton (2001) stated
in their research that Some observers are skeptical about communicating strategy to the entire
organization, feeling that valuable information would be leaked to competitors.
Mobils Brian Bakers response was:
Knowing our strategy will do them little good unless they can execute it. On the other hand, we
have no chance of executing our strategy unless our people know it. Its a chance well have to
take. (p. 151)
Kaplan & Norton (2005) suggested that human resource managers and strategy makers of an
organization should sit together and develop plan about human resources to strategy, furthermore,
he stated that making this plan will help to achieve strategy everyones job in an organization.
Make Strategy a Continual Process

Market competition, technology innovation etc. can force you to change your organizational
strategy. It is necessary for an organization to keep rethinking on their planned strategy along
with keeping an eye on implementation process of organizational strategy. Kaplan & Norton
(2001) have defined three steps to achieve this
Linking budget with strategy

Management meetings to review strategy
Testing, learning and adopting strategy
Mobilize Leadership for Change

By making strategy a continual process, organization will need to process and implement strategic
changes on regular bases and for successfully implementing these rapid strategic level changes,
leadership of an organization should be energetic. Kaplan & Norton (2001) stated If those at the
top are not energetic leaders of the process, change does not occur, strategy is not implemented,
and the opportunity for breakthrough performance is lost (p. 155).
To implement the alignment between project management and business strategy, it is necessary for project manager to have a deep understanding of business strategy (Richardson, 2008).
Richardson (2008) has defined 7 steps of strategic planning to implementation.

Goal Setting: The First Step

Strategy Development Process The Road Map
Customer Analysis Getting the Truth
Internal Business Analysis Health Check
Strategic Choices
Strategic Thinking Optimizing Assets
Implementing Strategic Decisions Execution Matters
Important Factors in Implementation Process

Wemhum (1984) has suggested few factors that can help in the implementation process of strategy
in an organization. These factors are explained below:

Superordinate Goal: Organization should define superordinate goals; all the teams and
individuals should focus on achieving that organizational goal.
Resource: Organization should arrange required resources in terms of financial, human
etc. Scare resources can be a cause of misalignment in an organization
Technical Validity: Producing a product that meet technical demands will boost confidence of team and will help in alignment to organizational goals
Market Validity: Producing a product that is according to the needs of market
Information & Support: Information and support from organization can help to boost
confidence level of individual which will help to achieve alignment.
Staff Enthusiasm/Confidence: Enthsiatic is very important to make strategy implementation a success
Top Management Backing: Top management support enhances the self-confidence and
help organization to achieve strategic alignment.
Strategic Project Leadership

Heerkens (2007) stated strategic project management as a series of practices, procedures,
processes, tools, and behaviors which, when considered collectively, characterize the extent to
which an organization creates effective linkages between excellent project management practices and excellent business practices all in the name of advancing the overall strategic objecCopyright 2015, IGI Global. Copying or distributing in print or electronic forms without written permission of IGI Global is prohibited.
tives of the organization (p. 1). An organization should initiate projects that can be justified
in terms of business strategy (Hasting, 1996) as project management is considered as a vehicle
to achieve strategy in an organization (Crawford, 2011). Managing projects strategically helps
in making right decision and invest in those projects which can be fruitful for an organization
in the context of global economy (Wessels, 2007). Shenhar (2004) presented a strategic project
leadership model as a shifting model for project management to strategic project management.
Shenhar (2004) stated project strategy as a missing link link and argued that due to lack of project
strategy, business strategy is not properly translated into project plan and implementation. This
model comprises of five steps given below:

Strategy
Spirit
Organization
Processes
Tools
Communication in Alignment
Good communication has integral role in the alignment process. Srivannaboon & Milosevic
(2006) stated that a big hurdle in achieving this alignment is that business strategy is not wellcommunicated to project management. Reed & Buckley (1988) has also argued that most
common reason for poor performance of any organization is that the communication within that
organization is lower than the required level. Aziza & Fitts (2008) stated When companies commit to a strategy and communicate This is how we win, and can align execution with corporate
objectives, they begin to create a Culture of Performance.
Importance of Alignment
Management of projects is not only managing a project, it has its impact on organization as
well (Huemann, Gemunden & Martinsuo, 2012). It should be kept in mind that project can also
have adverse effect on organizational business (Huemann et al., 2012). It has been observed that
during the analysis of risk associated with project, it is often neglected to evaluate the risks that
the proposed project can bring for an organization (Mafakheri, Breton & Chauhan, 2012). If a
project is failed then organization will not be considered as good in that particular field by market.
Similarly, organizations opt for large projects to gain more revenue and to get more market share,
but if these projects are not successful then this can bring organizational financial situation and
reputation in market at stake (Lampel, 2001). Higher management of an organization should
make sure that all the elements of an organization are integrated and aligned with strategies of
project management to gain success in projects (Longman & Mullins, 2004) because success of
projects in an organization may be decided upon realizing the benefits of resultant product to
the organizational business so it is necessary for project managers to be aligned with the organizational strategies and policies (PMBOK, 2013). Now days, project management is considered
as an important tool by which an organization can execute and achieve organizational business
strategy (Brown, 2006). If the projects management is successfully aligned with business strategy
of an organization, the deliverable of every project will be an achievement of organizations goal
and, after every project, organization can look forward for new opportunities or goals (Brown,
2006). Englund & Graham (1999) stated the reason of failed projects in their research as Some
implementations of project management have been successful, whereas others are spectacular
failures, A common occurrence in many organizations is too many projects being attempted by
too few people with no apparent link to strategy or organizational goal (p. 52). Projects are
considered as important and necessary for implementation of strategy within organization, it is
recommended to use projects and programs to implement strategic changes in an organization
(Pellegrinelli & Bowman, 1994). Failure in implementation of strategy in organization is usually
due to absence of projects and project managers in the process of implementation (Pellegrinelli
& Bowman, 1994).
METHODOLOGY
Qualitative research has been used in this research. Qualitative research is a type of research
which aims to enhance our understanding of why things are the way they are and why people
behave the way they do (Marshall & Rossman, 1999). Qualitative research is usually done to find
out answer to the questions starting with why and how (Hancock, 1998). Case study method was
used to get the required data of research. Case study approach is used to analyze research question
in real life environment. Case study is an empirical inquiry that investigates a contemporary
phenomenon within its real-life context, especially when the boundaries between phenomenon
and context are not clearly evident (Yin, 2003).
Case study research was used in this research. Research design presented by Cooper and
Schindler (2012) was used in this research. Formal study was used in crystalizing of research
question. Communication study was used in data collection i.e. data was collected by direct
communication with respondents. Ex post facto design was used i.e. researcher did not control
variable, just cause and effects were reported. The purpose of study is to find out causal link
and sub category of this was explanatory as effect of alignment of project and organization is
explained in this study. Cross-sectional time dimensions were selected in research. In depth
analysis of case was used in research design. Depth was preferred instead of breath of scope.
Field setting was used in actual routine environment for this study.
Interviews were conducted in data collection. Three organizations were selected in data
collection sample. First organization was Private Sector Telecommunication Company. Second
organization was semi government construction and consultancy firm. Third organization was
public sector educational institute. Ten in-depth interviews were conducted in each organization.
Interviews were semi-structured and open ended. Around 30-40 minutes session was arranged
with each respondent. Responses were collected and marked in 16 categories for analyzing
results of research.
RESULTS
Organization 1 is a telecom multinational company working on different large and small projects in the field of telecommunication. Organization 2 is a leading construction company which
provides services and consultancy in the field of construction. Organization 3 is public sector
organization with an aim to promote and regularize higher education in country.
Sixteen categories were defined for the results obtained by interviews.

Total
Org 1
Org 2
Org 3
Functional aligned
Functional partially aligned
Functional not aligned
Alignment is beneficial for organization
Alignment is not beneficial for organization
Alignment is beneficial for project
Alignment is not beneficial for project
Growth of organization
Success of project
Sense of harmony and awareness in organization
Efficiency and excellence in organization
Long term goals
Whole result was coded as total. Results of organization 1, organization 2 and organization
3 were coded as org1, org2 and org3 respectively. After this, whole text was coded into 12 more
categories depending upon relevance.
Results of case study are shown in figure 5. Seven, four and six respondents from organization 1, organization 2 and organization 3 respectively argued that functional units are well
aligned in their organization. One, one and two respondents from organization 1, organization
2 and organization 3 respectively argued that functional units are not aligned. Two, five and
one respondent from organization 1, organization 2 and organization 3 respectively argued that
functional units are partially aligned. All the respondents from all three organization responded
that alignment is beneficial for project and organization as well.
About the benefits that alignment brings for organization and project. Nine respondents
argued that alignment brings efficiency and excellence in organization. Eighteen respondents
argued that alignment plays a positive role in growth of organization. Seventeen respondents said
that alignment is beneficial for getting success in projects. Ten respondents said that alignment
creates sense of harmony and awareness in organization. Thirteen people argued that alignment
is beneficial for an organization in term of achieving long term goals.
DISCUSSION AND FUTURE RESEARCH

Project management is used for managing projects by using different techniques to deliver required product. In modern world, project management is also considered for achieving strategic
goals of organization. Aligning project management with business strategy can help to achieve
strategic goals of an organization along with project objectives. Research was carried out in three
organizations; one from public sector; one from private sector and one from semi-government
sector. Research was designed to explore the effects of aligning project management with business
strategy on organization and projects. Questions were designed to explore that aligning project
with strategy of an organization has positive or negative effects on project and organization.
Results of research show that alignment is being followed in organizations but functional units
are not completely aligned; organizations need to focus more on integrating functional units to
enjoy the full benefits of alignment. Aligning project with strategy of an organization is proved
to be beneficial for both project and organization. Aligning can help organization to grow further
to achieve long term strategic goals of organizations.
Figure 5. Case study results
This aligning is also helpful in achieving project success. We can conclude from this research that project success is not only measured by time, cost and quality but project success
is also dependent on the customer satisfaction and up to what extent this project is beneficial
for long term business goals of an organization. It is important for an organization to align all
functional units in order to achieve strategic alignment. In this study, it is observed that there is
a reservation in integration of functional units in every organization. Although most of the times
functional units are helping each other to achieve the project and organizational goals but few
times procedure difficulties can delay the response from other departments which can cause an
overall delay in project. There is need to improve integration procedure of all functional units
of organization. There should be an alignment between project teams working under different
functional units of an organization. Therefore, after this study, one framework of strategic alignment in an organization is recommended. All the functional units should be tightly integrated
to support running project, this alignment can be achieved by defining service level agreements
between functional units of an organization. The recommended framework is shown in below
figure 6. For future research, it is recommended to work on defining framework for aligning
project management processes with business strategy of an organization. Research can also be
carried to find out the effect of aligning functional units on organizations and projects
CONCLUSION
Traditionally, project management is used to manage project so that project can be completed
within time, cost, scope and quality and constraints. Now days, project management is also
considered as a tool to achieve organizational goals. Project success is not only measure by
Figure 6. Transferring strategies by SLA implementation
time, cost, scope and quality constraints but also with the fact that what projects has bought for
an organization and how this project has participated to achieve organizational goals. Alignment between organizational strategy and project management is very important to achieve
organizational long term goals. In this study, it is studied that why and how it is important for
an organization to align project management with organizational business strategy. Research
indicated that strategic alignment is necessary for an organization to achieve long term goals.
Strategic alignment is beneficial for both project and organizational business prospects.
Benefits

Growth of organization
Success of project
Sense of harmony and awareness in organization
Efficiency and excellence in organization
Long term goals
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Bilal Ahmed Chaudhry is student of MS project management at Riphah University, Islamabad,

Pakistan. He has completed his BS in Computer Engineering from Comsats University, Islamabad,
Pakistan. His research interests include strategic management, effects of organizational environment of projects and alignment of project management with business strategy of an organization.
APPENDIX
Table 2. Research design
Category
Options
Selected
The degree to which research

question has been crystalized
Exploratory study
Formal study
Formal study
The method of data collection
Monitoring
Communication study
Communication Study
The power of researcher to reduce

effects in the variables under study
Experimental
Ex post facto
Ex post facto
The purpose of study
Reporting
Descriptive
Causal
Explanatory
Predictive
Causal Explanatory
The time dimensions
Cross-sectional
Longitudinal
Cross-sectional
The topical scopebreadth and

depthof the study
Case
Statistical study
Case
The research environment
Field setting
Laboratory research
Simulation
Field setting
The participants perceptions of

research activity
Actual routine
Modified routine
Actual routine
Ref: Cooper, D. R., Schindler, P. S., 2014, Business research methods, 12th ed., McGraw-Hill Irwin

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48 International Journal of Information Technology Project Management, 6(4), 48-64, October-December 2015

Business Strategy, Organizational Growth, Project Management, Project Success, Strategic

Project Management as a Business Process

Problem Avoidance Model

Translate the Strategy to Operational Terms

Table 1. Translating strategy in operations term

Align the Organization to the Strategy

Make Strategy Everyones Everyday Job

Make Strategy a Continual Process

Linking budget with strategy

Mobilize Leadership for Change

Goal Setting: The First Step

Important Factors in Implementation Process

Strategic Project Leadership

DISCUSSION AND FUTURE RESEARCH

Figure 5. Case study results

Figure 6. Transferring strategies by SLA implementation

Bilal Ahmed Chaudhry is student of MS project management at Riphah University, Islamabad,

The degree to which research

The method of data collection

The power of researcher to reduce

The purpose of study

The time dimensions

The topical scopebreadth and

The research environment

The participants perceptions of

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