Abstract
This study explores how the designated project manager (DPM) deals with the CEO-top management team (TMT) interface to enable projects for strategic implementation. During the project front-end investment decision, their respective key capabilities in Awareness-Motivation-Capability phases are analyzed through a case study. The evidence showed that the DPM indeed plays a key role in the CEO-TMT interface in the process. He/she plays the role of a communicator in the interface in the motivation phase by the observing, networking, and information-searching capabilities, and plays the role of an integrator in the interface in the capability phase by the coordinating and reconfiguring capabilities. Beside, he/she helps the project owner play the role in developing project business cases aligned with strategic development. It enriches project governance theory, identifies the DPM's role in the project front-end decision-making process before project commencement, and enriches the upper echelons theory into project management fields.
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