Balancing Strategy and Tactics in Project Management

Balancing Strategy and Tactics in Project Implementation

Presenters: Can Seckin, Khadijah Arshad and Mehrdad Barghi

Introduction

Successful project implementation is difficult

• Project based work is very different from other organizational activities.

• Projects have specific goals, defined beginning and end , and a limited budget.

• Limited authority and manpower given to project manager.• Project manager needs tools that will help to identify critical issues and

to prioritize them over the life of the project.

• Planning effectively and acting efficiently is hard

Balancing the interplay between planning and action-strategy and tactics is project manager’s most important job

Successful project implementation is difficult

• Project based work is very different from other organizational activities.

• Projects have specific goals, defined beginning and end , and a limited budget.

• Limited authority and manpower given to project manager.• Project manager needs tools that will help to identify critical issues and

to prioritize them over the life of the project.

• Planning effectively and acting efficiently is hard

Balancing the interplay between planning and action-strategy and tactics is project manager’s most important job

The Project Life Cycle

Project Critical Success Factors

Strategy and Tactics

• Related to the early ‘’planning’’ phase of project implementation

• Establish overall goals and plan• Mission, top management support,

and schedule

Strategic

• Concerned with the actual implementation

• Using resources to achieve ends• The other seven key factors

Tactical

Strategy and Tactics over TimeThe importance of strategy and

tactics shift over project life cycleStrategic issues – At the beginning.Tactical issues – Toward the endAt the final stage, equal importanceMaking the transition between

each is the key to become a succesful manager

Strategy/Tactics Effectiveness Matrix

Strategic-Tactical Errors Type I: Not taking an action when

one should be taken Type II: Taking an action when

none should be taken Type III: Taking the wrong action Type IV: Addressing the right

problem, but solution is not usedA particular set of circumstances are defined with cells.

Real Project CaseProject Mission

Top Management Support

Project Schedule

Client Consultation

Personnel

Technical Tasks

Client Acceptance

Monitoring and Feedback

Communication

Trouble shooting

New Alloy Development

Real Project Case

Project Mission


Project Schedule

Client Consultation

Personnel

Technical Tasks

Client Acceptance


Communication

Trouble shooting

New Appliance Development



Project Schedule

Client Consultation

Personnel

Technical Tasks

Client Acceptance


Communication

Trouble shooting

Automated Office



Project Schedule

Client Consultation

Personnel

Technical Tasks

Client Acceptance


Communication

Trouble shooting

New Bank Loan Setup

Implications For Managers

Use a multiple-factor model

Think strategically early in the project life cycle

Think strategically early in the project life cycle

Think more tactically as the project moves forward in time

Think more tactically as the project moves forward in time

Make strategy and tactics work for you and your project team

Balancing Strategy and Tactics in Project Management

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