The Project Strategy Matrix: Systematizing the Design and Management of an Explicit Project Strategy

The use of robotic models with the main functionalities of real objects together with the implementation of innovative technologies, augmented reality (AR) in this case, is the focus of the paper. Therefore, the concept of a simplified robotic model (SRM) is presented. This concept is important because it is useful for achieving the goals of engineering projects, which is especially justified prior to the construction of the real objects. It improves presentation, development, and education capabilities that are unavoidable segments of the project strategy. Additionally, it is possible to transfer developed solutions to the final objects after certain modifications. Multidisciplinary building of the unique SRM of the 3-axis centrifuge for pilot training is described, where multi-attribute decisionmaking is used to conduct some experiments. The application includes the use of a physical model, built from LEGO elements, software for controlling and monitoring the physical model, and an AR mobile app.

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Strategic Project Management â Project Strategy and Measurement of Success

Innovative Management and Firm Performance ◽

10.1057/9781137402226.0023 ◽

2014 ◽

Author(s):

Dejan Petrovic ◽

Marko MihiÂ´ c ◽

Vladimir ObradoviÂ´c

Keyword(s):

Project Management ◽

Measurement Of Success ◽

Project Strategy ◽

Strategic Project

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Moving From Corporate Strategy to Project Strategy

The Wiley Guide to Managing Projects ◽

10.1002/9780470172391.ch8 ◽

2007 ◽

pp. 177-205 ◽

Cited By ~ 12

Author(s):

Ashley Jamieson ◽

Peter W. G. Morris

Keyword(s):

Corporate Strategy ◽

Project Strategy

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The Fall of the Firefly: An Assessment of a Failed Project Strategy

Project Management Journal ◽

10.1177/875697280203300307 ◽

2002 ◽

Vol 33 (3) ◽

pp. 53-57 ◽

Cited By ~ 4

Author(s):

Bud Baker

Keyword(s):

Life Cycle ◽

Air Force ◽

Future Success ◽

Commercial Off The Shelf ◽

Project Strategy ◽

Early Phases ◽

The U.S

Choices made early in a project determine future success. Missteps in early phases will cause trouble later in the project's life cycle. The U.S. Air Force's acquisition of the T-3A “Firefly” trainer was just such a troubled project. Rather than develop a new aircraft, the Air Force decided to save time and money by buying a commercial off-the-shelf (COTS) trainer. But significant aircraft modifications undermined the integrity of the COTS strategy. This paper suggests four project lessons: Any project must be managed as a system of interrelated parts; a project strategy must be flexible to accommodate changing circumstances; testing must be done in realistic environments; and concurrency carries with it benefits and dangers.

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