We suggest a model for such situation, where the small projects are driven as sub-projects of the strategic project pursuing total optimality. A champion is recommended to be the leader of a strategic project for effective control and coordination of sub-projects. Each sub-project follows the disciplined Six Sigma approach for improvement, and is evaluated by its contribution to the champion project. The champion project is performed by supervising and controlling the sub-projects as an integrated whole. The achievements of a champion project are evaluated by meaningful business metrics. Even when projects are identified by a bottom up process, a cluster of highly correlated projects may be more effectively executed by integrating them into a champion project. An example of a Korean company taking a similar approach is also provided.