Much of the management writing around strategy tends to cover the practices at the corporate and business level; there is a dearth of writing about how corporate strategy gets implemented by projects and programs and translated into program or project strategies. This paper reviews evidence from four case studies together with questionnaire data from PMI Europe members, which shows that the processes, practices, and people issues involved in moving from corporate strategy to programs and projects is done in a much more systematic way than is generally recognized. The findings point to areas that future revisions of the PMBOK® Guide should be looking at.
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