Strategic Business Management through Multiple Projects

Karlos A. Artto · Perttu H. Dietrich

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Management and Organizational Practices Information Technology Governance and Strategy Strategic Planning and Analysis

Abstract

This chapter contains sections titled: Different Project Types and Their Different Strategic Importance Programs and Portfolios Constructing a Theoretical Framework Empirical Examples from Four Case-Study Organizations Conclusion: A Framework for Strategic Business Management Acknowledgments References

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References

1980Competitive Strategy: Techniques for Analyzing Industries and Competitors 1992The balanced scorecard : measures that drive performance 1959The Science of "Muddling Through"1972A Garbage Can Model of Organizational Choice 1985Of strategies, deliberate and emergent 1987The Concept of Corporate Strategy 1995PRODUCT DEVELOPMENT: PAST RESEARCH, PRESENT FINDINGS, AND FUTURE DIRECTIONS 1978Patterns in Strategy Formation

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2009Linking Project Management with Business Strategy 2012The integration of ideation and project portfolio management — A key factor for sustainable success 2008Project business as a research field 2012Impact of customer integration on project portfolio management and its success—Developing a conceptual framework 2006A Theoretical Framework for Aligning Project Management with Business Strategy 2015An investigation of the influence of organizational design on project portfolio success, effectiveness and business efficiency for project-based organizations

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