Formulating Project Strategy
This paper assesses how companies can align individuals and teams with organizations, together with processes that support them, so that projects are set up for success. The context will center on design and build projects in which the customer is a major manufacturer and system integrator, relying on many suppliers for designing and manufacturing major subcomponents (e.g., as would be the case for a new commercial aircraft development project). These projects are by definition very complex due to the technical and project intricacy associated with them; therefore, included in the discussion will be some current project intricacy theories and how they may shape organizations and project management processes in the future.
As part of project strategy, there should be some steps put into place to help align team members to organizations prior to establishing what organizational structure and project management processes will be used. Project strategies will vary from project to project, depending on such factors as the cultural differences between the customer and supplier, the degree of new technology, new materials, and new processes to be introduced, the anticipated project life cycle (evolution of requirements, number of design and build cycles), and the geographic proximity between the customer and supplier design and build locations.
A primary emphasis of this
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