Project management is a regulation that frequently acquires less attention when frustrating to move strategy from the meeting room to back places of work and the market. There is an obvious link among achieving objectives and implementing special levels of business strategy (Quinn, 2000). On the working point, the strategy focuses on the assignment of dissimilar functions and departments, as well as their association in performing the development work (Rumelt et al, 1991). On the industry level, strategy decides the marketplaces for its goods and the customs of contending in those marketplaces so that every product attains its business intention. On the business level, strategy is concerned with the accomplishment of the business altogether, illustrative what reimbursement should be required and why (Kanter, 2002).Over the past few years, there has been mounting interest in project management as a way for strategy accomplishment. This interest has resulted in noteworthy advances in the understanding of how strategy can be more successfully implemented. Dealing first with (a), it has been recognized for many years that implementation is frequently the graveyard of strategy (Rumelt et al, 1991).The task of project management, project management core concern is to carry a definite outcome in a particular time and at a particular cost. Traditional project management focuses on deliverables, on scheduling and coordinating tasks, and on mobilizing resources (Kanter, 2002). Primarily, traditional project management deals with hard task-based business issues, as opposed to softer, less tangible factors, except for defining the responsibility of the project manager and the project team (Hofstede, 1994).The design theory of strategic management promotes the notion of a neat strategic analysis-selection accomplishment process. However, the substitute process-based school of strategic management stresses the primacy of incremental management.