Differentiation criteria for strategic and non-strategic project and programmes

Abstract

While managing the project it is important to realize the type and scale of it as well as the influence on the company's strategic goals. It could be useful to know what projects, por-grammes or portfolios are strategic and what of them are not. It is helpful for project managers to know the certain criteria for distinguishing the project, porgrammes and portfolios regarding their strategic (or non-strategic) nature. In this paper the authors try to develop the common basis view on the strategic and non-strategic project and suggest a number of criteria that could be used by the project managers, porgrammes managers and portfolio directors as well as other stakeholders. Research and justification methods of main conclusions were chosen: qualitative analysis of professional standards in project management on subject to references and disclosure of the question of strategy and strategic projects; a case study of strategic and non-strategic projects; expert survey on the criteria of differences in strategic and non-strategic projects. The authors identified criteria for the differences in strategic and non-strategic projects, prove conclusively that these fundamentally different types of projects require different methods, techniques and tools of management. The first step should be to identify the type of project in terms of its strategic vision.