Presentation - Organizational Strategy and Project Management
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Problem Many organisations fail to realize the desired benefits from its organizational strategy because they do not actively deploy the principles of project management in either the formulation or execution of their business strategies. Assumptions Project management and strategy are critical to an organization’s success Some projects are “must do’s”, due to regulatory or mandated requirements Some “golden cows” will still emerge: PMO mitigate/manage/influence Benefits Reduced project cycle times Better/more effective use of resources and increased productivity Improved customer satisfaction: o Internal (PMO = service) o External: MOHLTC/partner organizations, the people of Ontario Senior leadership/staff buy-in for PM methodology and alignment to strategic goals. Strategic planning becomes ongoing. Solution Triforce of Success Leadership: Leadership has lead or has fully supported strategic linkages to projects and regularly articulates the benefits.
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Transcript of Presentation - Organizational Strategy and Project Management
ProblemMany organisations fail to realize the desired benefits from its organizational strategy because they do not actively deploy the principles of project management in either the formulation or execution of their business strategies.
Assumptions Project management and strategy are critical to an organization’s success Some projects are “must do’s”, due to regulatory or mandated requirements Some “golden cows” will still emerge: PMO mitigate/manage/influence
Benefits Reduced project cycle times Better/more effective use of resources and increased productivity Improved customer satisfaction:
o Internal (PMO = service)o External: MOHLTC/partner organizations, the people of Ontario
Senior leadership/staff buy-in for PM methodology and alignment to strategic goals. Strategic planning becomes ongoing.
Solution
Triforce of SuccessLeadership: Leadership has lead or has fully supported strategic linkages to projects and regularly articulates the benefits.
Infrastructure: Organizational structure follows strategy.
People: Project Management champions are in place and there are education and training opportunities for future leaders in strategic alignment.
Process: Simple-to-use Project Management and strategic processes are well designed and in place.
The Project Manager: Participates actively in the project gating process.
Leadership
People
Infrastructure
Process
Is an advocate and ambassador for PM methodology, relentlessly shaping and contributing to culture. Shares strategic goals, providing tools, support and guidance to execute projects. Measures and evaluates projects against strategy, constantly improving process. Manage/mitigate/influence “Golden cows”
References
“Governance in the Boardroom: How Project Management Can Deliver Organisational Strategy.” International Centre for Complex Project Management. <https://iccpm.com/sites/default/files/kcfinder/files/YButler%20The_Role_of_Project_Management_and_Governance_in_Strategy_Implementation%20160808.pdf>
“The Project Management Office: Aligning Strategy & Implementation.” Project Management Institute. <http://www.pmi.org/~/media/PDF/Business-Solutions/PMO_StrategyImplement_casestudy_v4.ashx>
“Project Management and the Organisational Strategy.” ESI International. <http://www.projectsmart.co.uk/docs/project-management-and-organisational-strategy.pdf>
