This is about sorting out the long-term effects that we want to attain from our development effort.
It could be useful to consider what our organization is good and not so good at - which parts can be developed further and which are the more important. Is it primarily a question of how to pursue and realize individual projects or how to handle a great variety of projects?
When forming the strategy, it is imperative to familiarize oneself with all the elements of projectivity, and not just one separate part in the belief that this will solve everything.
Important matters to decide are for instance when to apply the project format, selection and valuation criteria for projects, ways of handling projects and which balance we should strive to achieve in the composition of the project portfolio. Furthermore, how we intend to integrate project planning and the organization's overall planning and which procedures and models to be used. Other strategic aspects are how to identify strengths and weaknesses, choice of strategy for implementing the project-oriented way of working, how we intend to secure lasting improvements, by for example establishing a project office and/or other supportive steps.
It is also important to clearly describe and document the long-term effects to be achieved by the strategy. A well-executed strategy will allow us to correctly focus our efforts and provide a better chance that the project model will be successfully used.
