Projects are critical to the success of any organization because they involve activities that result in new or changed products, services, environments, processes and organizations. Organizations have increasingly embraced project management as a key strategy to stay ahead in today's highly competitive business environment. A successful implementation of project management creates an organization that can promptly meet the demands of each project and yet adapt quickly to a constantly changing, dynamic environment, perhaps at the same time (Kerzner, 2010). Management considers the organization's resources, its competitive positioning, and its critical areas of strategic uncertainty. Gaddis (1997) states that the idea that an organization can plan its path to a known future is implausible and the ability of people within a system to see failures is equally problematic. Good project management strategies allow the work to be completed in less time, at lower costs, with fewer resources and without any sacrifice in quality (Kerzner, 2001). The idea of ​​strategy has received increasing attention in the management literature. The literature on strategy contained in this volume and the texts on strategic management have become increasingly rich in all relevant materials. This article discusses how project management impacts strategy and governance. It begins with a highlight of the theoretical background, followed by a brief description of a relevant case study in the construction field. This is followed by an analysis and discussion of related literature. It then concludes with a detailed discussion. Literature Review When delivering projects, organizations must have dynamic capabilities and a high level of knowledge and expertise to be able to ... half of article ...... view, 75, 66. GADDIS, P. ( 1997) Strategy under attack. Long Range Planning, 30, 38-45.HAROLD KERZNER, P.D. (2010) Project Management: Best Practices: Achieving Global Excellence, Wiley.KERZNER, H. (2001) Using the Project Management Maturity Model: Strategic Planning for project management, John Wiley & Sons, Inc.PMI (2010) PMI ® Case Study: SAUDI ARAMCO HARADH GAS PROJECT viewed March 13, 2010 << http://www.pmi.org/PDF/Case_Saudi_Aramco.pdf >>.SNOWDEN , D. & BOONE, M. (2007) The leader framework for decision making. Harvard Business Review, 85, 68.TEECE, D., PISANO, G. & SHUEN, A. (1997) Dynamic capabilities and strategic management. Strategic Management Journal, 18, 509-533.WALKER, DHT, ARLT, M. & NORRIE, J. (2008) The role of corporate strategy in PM procurement. Procurement systems: A cross-sector project management perspective, 140- 176