Abstract
A major challenge for organizations, and a differentiator of corporate performance, is the ability to execute strategy. The corporate board and senior managers consider are concerned with the formulation of strategy but for success, strategy formulation must be balanced by effective execution. Strategy is delivered through projects and programs but the value that project management can offer in ensuring delivery of strategy is often unappreciated at senior level where project management is often seen as a tactical rather than a strategic capability. Project managers can re-frame their role from tactical to strategic by making explicit the links between corporate strategy and projects, by understanding the concerns that drive the board and senior managers in their organizations in their industry, by addressing those concerns and structuring corporate project management capability to address them.
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