Methodologies, Frameworks, and Strategic Alignment
FEATURED PAPER
By Prof. Dr. M. F. HARAKE
CEREGE Research Laboratory
University of Poitiers
Poitiers, France
Abstract
This paper explores the critical intersection of project management methodologies and business modeling frameworks, emphasizing their strategic alignment as a determinant of organizational success. Drawing on an extensive review of academic literature and real-world case studies, the study examines traditional project management approaches—such as Waterfall and PRINCE2—and contrasts them with Agile methodologies including Scrum, Kanban, and Lean. Simultaneously, it analyzes foundational business modeling tools such as SWOT analysis and Porter’s Five Forces, alongside contemporary models like the Business Model Canvas, Lean Startup, and digital platform-based strategies. Through comparative analysis, the research highlights how the choice and integration of project management methods must reflect and support the underlying business model for effective strategy execution. Particular attention is given to the dynamic role of project portfolio management, benefits realization, and executive sponsorship in ensuring alignment. The paper identifies common barriers to integration—such as organizational silos, poor governance, and inappropriate methodology selection—and presents best practices drawn from high-performing organizations. Findings suggest that adaptive, hybrid approaches combining elements from multiple methodologies, aligned with evolving business model assumptions, lead to improved project outcomes and strategic agility. The study contributes to both theory and practice by offering a comprehensive framework for aligning project execution with strategic intent and underscores the need for cross-functional collaboration in modern project-based organizations. This integrated view offers practitioners and scholars a valuable lens to assess and improve the coherence between strategy formulation and implementation.
Key Words: Project management, Business modeling, Strategic alignment, Agile methodologies, Lean Startup, PRINCE2, Portfolio management, Digital transformation.
- Introduction
1.1 Background and Context
Project management and business modeling represent two foundational disciplines that together form the backbone of successful organizational strategy and execution. Project management, through structured methodologies and disciplined practices, ensures that initiatives are planned, monitored, and delivered effectively—on time, within budget, and in accordance with defined requirements (Kerzner, 2017). By contrast, business modeling focuses on the articulation of how an organization creates, delivers, and captures value through analytical tools and frameworks (Osterwalder & Pigneur, 2010). These two domains are symbiotic: robust business models establish strategic direction, while project management operationalizes these strategies into measurable outputs and outcomes.
The importance of this synergy has grown with the increasing complexity of global markets, rapid technological advancement, and the prevalence of innovation-driven initiatives. Notably, Kaplan and Norton (2001) have emphasized that organizations implement strategy not through vision statements alone but via strategic initiatives—consisting of carefully managed portfolios of programs and projects. Yet, despite their critical roles, project management and business modeling are often treated as distinct practices, leading to execution failures and value leakage.
1.2 The Challenge of Strategic Execution
Strategic execution remains one of the most persistent challenges facing modern organizations. According to Cabanis-Brewin (2000), nearly 90% of corporate strategies fail to be implemented effectively—not because they are inherently flawed, but because they falter in execution. In many cases, this failure stems from the disconnection between strategic intent and the project-based mechanisms intended to realize it. Projects may be delivered “on time, on budget, and to scope,” but still fail to produce desired business outcomes if they are not tightly aligned with the organization’s business model (PMI, 2017). The failure to translate business models into actionable, well-governed project structures undermines not only return on investment but also long-term strategic resilience.
This disconnect is particularly problematic in rapidly changing environments where agility, innovation, and responsiveness are required. As Kaplan and Norton (2001) suggest, it is not enough to define a strategy—organizations must execute it through a coordinated system of initiatives that are directly traceable to strategic objectives. Without alignment, companies risk allocating resources to projects that deliver minimal strategic value, leading to organizational drift and opportunity loss.
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How to cite this work: Harake, M. F. (2025). Project Management and Business Modeling: Methodologies, Frameworks, and Strategic Alignment, PM World Journal, Vol. XIV, Issue V, May. Available online at https://pmworldlibrary.net/wp-content/uploads/2025/05/pmwj152-may2025-Harake-Project-Management-and-Business-Modeling.pdf
About the Author
Prof. Dr. M. F. HARAKE
Poitiers, France
Prof. Dr. M. F. HARAKE is a management Professor based in France. He is currently affiliated with CEREGE Research Laboratory at the University of Poitiers (France), and a visiting research fellow at CABMR Research Center (Paris – France). He is also an Honorary Academic Advisor and Research Scholar for the PM Library (Texas – USA). His research interests include Post-Conflict Public Management, Crisis and Urgent Operations Management, Humanitarian Logistics, and Project Management in Unstable Environments.
He can be contacted at mohamed.fadl.harake@univ-poitiers.fr
To view other works by Prof. Harake, visit his author showcase in the PM World Library at https://pmworldlibrary.net/authors/mohamad-fadl-harake/
