To succeed in strategic endeavors, two parts are required, strategy formulation and strategy execution. The execution of strategy often the greater challenge for an organisation. There are many reasons why strategy execution continues to be a challenge and failure is often related to the complexity of merging project related activity to deliver a strategy and operational activity. Other key reasons of failure include the lack of visibility of current and proposed future projects, the lack of alignment of projects with strategy, lack of performance and stakeholder engagement, lack of portfolio governance and conflicts of ongoing operational workload. Further to this the lack of capability and capacity of resources, inadequate risk and change management also feature highly amongst these challenges.