以下是高顿网校小编为学员整理的：p3商务分析，供学员参考。
 
　　FIGURE 1: RATIONAL STRATEGIC PLANNING MODEL
　　Whether shown linearly, or as in Figure 1, strategic analysis and choice should be relatively quick. Planning, of itself, neither makes money nor improves performance. Some people think that deciding on a plan is the same as realising the plan, but it is only when the right plans are successfully implemented that gains and improvements are made – and implementation is where the really hard work lies, with effort needed, possibly for years, long after the plan was agreed.
　　A strategic plan (typically long term and corporate-wide) can never be implemented as a single, monolithic task. A strategy of expanding abroad, for example, would consist of a series of smaller tasks such as finding premises, recruiting, training, equipping the factory, marketing, and establishing a distribution network. Each of these smaller tasks can be regarded as a project, with a start, end, objectives, deadline, budget, and required deliverables. Realising a strategic plan therefore depends on carrying out a complex jigsaw of projects, and if one piece goes missing the whole strategic plan will be in jeopardy. Therefore, successful project management is at the heart of successful strategic planning.
 
　　THE PROJECT LIFECYCLE
　　There are a number of different versions of the project lifecycle, perhaps using slightly different terminology and dividing up each stage differently. Sometimes the differences are there just to differentiate a commercial product such as project management software. Despite differences in detail, all project lifecycles can be depicted as in Figure 2.
　　高顿网校小编寄语：人都是在跌倒与爬起之间学会坚强，都是在风雨与阳光之间走过成长的路。

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