u2a1__Unit_2_Assigment_1_R.docx PM5333 Budget Analysis & Cost Estimation Report Capella University PM5333 - Project Budgeting, Procurement, and Quality The strategi
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u2a1__Unit_2_Assigment_1_R.docx PM5333 Budget Analysis & Cost Estimation Report Capella University PM5333 - Project Budgeting, Procurement, and Quality The strategic planning process has many components that make it function. The first element would be having an effective strategic leader in place, one who can use influence, direct others, always focusing on the goals of the organization they represent, and still maintaining a competitive advantage. Strategic leaders spend at least sixty-seven percent of their time in face to face meetings, the other small percentages they are working alone, check email, take calls, business meals, and public events. Their leadership skills reflect education, career experiences, the ability to interpret situations. The strategic leader should have mastered all levels of the Level-5 Leadership pyramid, highly capable induvial, contributing team member, competent manager, effective leader, and lastly, executive. Rothaermel, F. (2019) The second element would be applying the Strategy process, which starts with strategy formulation, which chooses the direction, choice of strategy. The plan must have details of how and where the project is measurable or should it be revamped or evaluate the growth. Next will be the strategy implementation; how will it be organized, integrated. How will it get done, and strategy efficiently executed? When the strategy process is across levels, it will use; Corporate- industry, markets, and g. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . .. .. . . . . . . . . . . . . . . . . . .. . . . .
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