When I took my first project management course 20 years ago, it completely changed my perspective on activities, processes, and projects. From that moment on, I understood that what I was doing was connected to something much bigger—something that my technical perspective alone couldn’t grasp. That’s where the story begins.

The concept of projects clearly defines what needs to be done to achieve results—it’s the ability to turn an idea into reality. When I transitioned my career to become entirely focused on project management, I began to observe the incredible power it represents, not only for professional satisfaction but also for delivering results in any business or organization. However, as I gained more experience, I noticed that something was still missing. Around 2014, I started to delve deeper into the topic of strategy.

At the time, I had the opportunity to learn from leading experts who were highlighting the emerging market trend of aligning strategy with project management. It’s important to note that I’m talking about a trend. I learned that a project’s outcome (the end of a journey) originates from a decision—good or bad—and this decision needs, or at least should, be based on criteria that create a positive impact for an organization.

I remember my first lecture on this topic for a group of entrepreneurs in Brazil (around 2015). It was a challenge because talking about strategy wasn’t easy (some professional colleagues said, “You were brave to discuss that!”). Years later, I can confidently say that connecting these topics has made—and continues to make—a significant difference in the classes, lectures, and work I do with companies. Simply put, project management is the means for any transformation, and STRATEGY is precisely that—transformation and the achievement of objectives that can elevate any organization (whether for-profit or not) to new market levels.

Today (2024), it’s rare to see companies approving projects that don’t contribute to their organizational goals.

When we think about market practices throughout history, particularly regarding STRATEGY, we have recognized and well-established models and tools – Professor Porter, Professor Henry Mintzberg, the Delta Model, Blue Ocean Strategy, among others. These are practices that, today, cannot be applied in full, simply because the world has changed, and we haven’t advanced enough to develop more robust and modern methods.

Organizational strategy is heavily influenced (from its conception to its implementation) by external factors such as volatility, uncertainty, market conditions, technological advancements, and more. These factors make the world—and consequently the market—more dynamic. Preparing an entire journey within this scenario is a huge challenge, especially for large companies. That said, the larger the organization, the greater the challenge, though it does not mean that small businesses face fewer difficulties. I have worked with small businesses that felt as complex as large corporations.

In conclusion, what I consider the first challenge is clearly connecting DECISION and IMPLEMENTATION.

How can project managers maintain the balance? I consider four key points:

(1) Deep understanding of corporate strategy and business: The project manager should invest time in understanding the organization’s strategic planning and expected outcomes, and, most importantly, know the business. Access to information nowadays greatly aids this. This includes understanding the long-term impact of the project and how it contributes to the company’s overall objectives.

(2) Continuous communication with stakeholders: Always remember that most project managers or professionals in this role do not make decisions—they work to support the organization’s decision-making process. Dialogue with sponsors and stakeholders is essential to identify changes in strategic priorities and adjust them to the project. Regular alignment meetings ensure that the team’s efforts remain focused.

(3) Establishing KPIs connected to strategy: Based on the point above, performance metrics should reflect both the tactical objectives of the project and the strategic ones, as well as the expectations of high-power, influential stakeholders. This way, the project manager can monitor whether they are delivering value across multiple dimensions.

(4) Agile mindset: It helps to focus and emphasize (thinking in processes) what truly has value. It’s possible to have an agile mindset in a predictive environment.

Additionally, it is essential to foster an organizational culture that values project management as a strategic tool. This includes investing in team training, adopting effective management tools, and encouraging transparent communication between leaders and teams. The practice of periodic portfolio reviews helps adjust the course and ensure that projects remain aligned with changes in the external environment and internal priorities.

Finally, I recommend that organizations focus on measuring results. Remember that results can be effectively measured after the project. Implementing metrics that assess the impact of projects not only in terms of delivery but also of strategic contribution creates a solid foundation for decision-making and building a culture of learning and continuous improvement. With these practices, it is possible to establish a virtuous cycle of long-term success.

Moreover, the increasing digitization and globalization of operations will require companies to adopt more hybrid and adaptable frameworks, blending predictive and agile practices to remain competitive. The ability to manage distributed teams and stakeholders, powered by advanced digital tools, will be a critical factor. However, balancing the application of these technologies with a human-centric approach will be key to ensuring that communication, engagement, and leadership remain core pillars in connecting strategy and project execution in a sustainable and innovative way.