Build Your Organization's Strategic Project Management ... · Build Your Organization's Strategic...

Build Your Organization's Strategic Project Management Capability

The Strategy Management Group Brands

©1997-2019 Strategy Management Group.

Welcome

• 45 years experience in business structuring, strategy formulation/implementation, change management, design/execution of innovative operational business models and performance management systems solutions in the private, public, government and nonprofit sectors through first-line and executive level management positions

• Range of experiences and responsibilities:

– Senior executive university management and instructor positions at the Milwaukee School of Engineering

– Manager and Systems Engineer in marketing, hardware and software engineering, product development and management, consulting, education, and publishing with the IBM Corporation

– Member of inaugural executive-in-residence team for technology start-ups at the Plug and Play Technology incubator in Sunnyvale, CA

• Bachelor in Industrial Management, MBA – Technology Management and Doctoral candidate

Joe DeCarloBSMP, KPIP, PMMP, PMM, EF

MBAVice President, Worldwide

Engagement and Delivery and Senior Consultant

Balanced Scorecard Institute, a Strategy Management Group

Company

Balanced Scorecard InstituteCary, North Carolina Office: + 1 919 460-8180San Jose, California Office: +1 408 826-4417Mobile: +1 408 772-3903Skype: joe.decarlo1Skype Phone Number: +1 408 600-1452LinkedIn: http://www.linkedin.com/in/joendecarloEmail: [email protected]

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http://www.linkedin.com/in/joendecarlo

mailto:[email protected]


Welcome

• Founder and CEO of Global Project Management Training and consulting firm

•Author of 8 books on Project Management Training, delivery, value and use

• International speaker, consultant, and enterprise solutions delivery professional

•Masters in Project Management from George Washington University

•Graduate of the Project Management Leadership Institute Masters class, Budapest 2008

•Various leadership position held over the past 15 years at the Project Management Institute

• Over 200 presentations and/or webinars delivered in the past ten years

Wes BalakianPMP, ACP, BSP, Director, Project

Management GroupBalanced Scorecard Institute,

a Strategy Management Group Company

Balanced Scorecard InstituteCary, North Carolina Office: + 1 919 460-8180Mobile: +1 972 489 1957Skype: wbalakian9940Email: [email protected]


• Poor communications of strategic alignment – Do your project managers’ understand how their project’s align to strategy?

• Poor strategic prioritization of projects – Does your team manage your portfolio in a way that prioritizes the most strategically significant projects?

• Poor project execution – Is your strategy stalling because key projects are not being executed well in terms of cost, schedule or scope?

• Poor capability to manage strategically – You worry that the executive level view of strategic project management is an assumed skill set, but capacity in your organization, after review of past project completions, says otherwise

Do Any of These Sound Familiar?

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• The strategy execution imperatives that drive strategic project management

• How to ensure your project managers are aligning their work with strategy

• Strategic implementation success factors

• Bridging the gap between operational projects and strategic goals

Learning Topics


Bridging the gap between Strategy Development and Strategic Implementation

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Strategic Project Management


“Positioning choices made (the path) and actions taken (the plan) to move the organization from its current state to some future desirable state.”

The Institute Way: Simplify Strategic Planning & Management with the Balanced Scorecard

What is Strategy?

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Strategic Perspective

Step 1: AssessmentInternal and External Strategic Assessment

Step 9: EvaluationStrategy Results and Revised Strategies

Step 8: AlignmentCascading to Unit and Individual Scorecards

Step 7: Performance AnalysisSoftware, Performance Reporting & Analysis

Step 6: InitiativesStrategic ProjectsStep 5: Performance Measures

Measures & Targets

Step 4: Strategy MapCause-Effect Links

Step 3: ObjectivesStrategy Action Components

Step 2: StrategyCustomer Value, Strategic Themes

& Results


• A good strategy involves both effectiveness and efficiency

• Obviously, winning the war involves choosing the right battles, but it also involves knowing how to fight them

• Thus, winning project battles means first of all picking the right outcomes (products, services, and processes)

A good strategy

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• One of the central building blocks of strategic project management is the concept of project strategy

• Project strategy, is needed to guide an individual project in its planning and execution processes

• Such guidance would lead to better business results and to better support the organization's business strategy and sustainability

Project Strategy


• We now have goals

• We have themes

• We have objectives

• We have targets

• We have direction

• We have buy in

• We have definition

Now what?

Strategic Implementation

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Project management is the process of taking a project from start to finish


Strategic project management looks at the big picture and how the project can benefit the company's efficiency and competitiveness as a whole

A project manager is the individual assigned to oversee and guide the project through its entirety


Practical Project Management

Outcomes:✓Accepted Results✓Lessons Learned✓Closed Projects

Outcomes:✓Work Results✓Changes✓Status Reports

Outcomes:✓Requirements✓Objectives✓Scope✓Resources✓Schedule✓Budget✓Controls

Outcomes:✓Business Case✓Authorization✓Vision

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Practical Project Management

Pro

cess

es

Ste

ps

Ke

y R

esu

lts


Pro

cess

G

rou

ps

Create WBS

Scope Definition

Scope Planning

Schedule Development

Activity Duration Estimating

Cost Budgeting Risk Response Planning

Select Sellers Quantitative Risk Analysis

Develop Project Management Plan

Acquire Project Team

Activity Resource Estimating

Request Seller Responses

Qualitative Risk Analysis

Activity Sequencing

Plan Contracting Risk Identification

Activity Definition

Plan Purchases & Acquisitions

Risk Management Planning

Cost Estimating Quality Planning

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Schedule Planning(Implied Process)

Cost Planning(Implied Process)

Communications Planning

Human Resource Planning

• Scope Management Plan• Scope Statement• Work Breakdown

Structure (WBS)

Develop Project Scope

3 Develop Project Schedule

4 Develop Project Budget

Validate Project Controls

6 Finalize Project Plan

• Schedule Management Plan• Activity list• Dependencies• Resource Requirements• Roles & Responsibilities• Activity Durations• Schedule

• Cost Management Plan• Cost Estimates• Procurement Plan• Vendor Bids• Vendor Contracts• Budget

• Communications Plan• Quality Plan• Risk Plan• Validation of:

⁻ Scope Mgt Plan⁻ Schedule Mgt Plan⁻ Cost Mgt Plan

• Project Team• Approved Project Plan

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Develop Preliminary Project Scope

Statement

Develop Project Charter

• Project Charter• Preliminary Project

Scope Statement

Initiate Project

Initiating Planning

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Pro

cess

es

Ste

ps

Ke

y R

esu

lts

Pro

cess

G

rou

ps

Direct & Manage

Project Execution

Contract

Administration

Information

Distribution

Perform Quality

Assurance

Develop Project

Team

• Work Results• Vendor Work Results• Identified Changes • Quality Assessment• Project Status

Perform Work

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Integrated Change

Control

Monitor &

Control Project

Work

Cost Control Perform Quality

Control

Schedule Control Scope Verification

Scope Control Performance

Reporting

Risk Monitoring &

Control

Manage

Stakeholders

Manage Project

Team

• Approved Changes• Risk Responses

• Approved Work Results• Performance Reports• Performance Improvement

9 Measure Project Performance

8 Manage Change

Close Project

Contract Closure

• Completed Work• Closed Vendor Contracts• Final Product• Closed Project• Release of Resources• Lessons Learned• Archives

10 Deliver Product

Monitoring & Controlling ClosingExecuting


• What distinguishes a project strategy from a project plan?

• Obviously, each project must have a plan for execution—for getting things done. But strategy is not a plan

• Strategy, is at a higher level than a plan. Once the strategy has been established, plans include the tactical decisions about activities that should be carried out, and involve resources, timelines, and deliverables.

• Strategy is therefore what drives the plan

What is the difference?

Strategy

Plan

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• Project management has emerged as a strong discipline practiced by highly trained, certified professionals as organizations have come to realize they cannot stay in business if they cannot manage their projects

• Many companies are still limiting the application of project management to the tactical level

• It is vital to the very survival of enterprises to ensure products are designed, manufactured, and delivered to the market efficiently and effectively

• But the smart organizations also recognize project management is a critical strategic tool

Project Management


• A powerful tool to get started with strategic project management is a facilitated planning session

• A trained external facilitator meets with key individuals to facilitate and outline the process

• The facilitator will layout goals, risks and issues on the table, assemble the portfolio and establish the strategic project management process

• It is best that the facilitator comes from outside the company in order to avoid bias and politics in leading the team through the process

Tips and Tools

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• Another powerful tool to get started in strategic project management is an assessment of your current strategic project management position

• A trained external facilitator meets with key individuals to facilitate and outline the process

• Once the assessment is completed the results are shared and a prescribed training, mentoring, coaching, or consulting engagement is defined

• It is best that the facilitator come from outside the company in order to avoid bias and politics in leading the teams through the process

Tips and Tools


Project Management Maturity Model

Stage I Stage II Stage III Stage IV Stage V

IssuesWhat are we working on?

Where are my costs and

resources?

What are the cross project implications?

Is my execution

successful and repeatable?

Is my portfolio optimized?

Typical Tasks

• Task Lists• Project Lists• Remedial

Collaboration• Isolated High-

level Scheduling

• Multiple Manual Status Reports

• Time Tracking• Expense

capture• Disconnected

Project Mgt.• High-level

Resource Allocation

• Skills Mgt.

• Multi Project• Collaboration

(doc mgt./work flow)

• Project Templates

• Static Portfolios

• Dashboards• Benefits• High-level

alignment

• Integrated Project Management (risks & schedules)

• Actuals• performance

monitoring • Weighted

estimation

• Dynamic ROI• Portfolio

Optimization• Soft Metrics• Stage gate

performance• Integrated

alignment

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Where are my costs and

resources?


Is my execution

successful and repeatable?

Is my portfolio optimized?

Solutions

Short Term Tactical Savings

Decreased AdminDecreased System Maintenance

High Level Resource AnalysisSubjective Portfolio Analysis

Long Term Cost Containment

Align IT to Business StrategyProcess Management

Resource ManagementDelivering Enterprise/

Strategy Solutions





Where are my costs and resources?


Is my execution successful and

repeatable?Is my portfolio

optimized?

Solutions

Enterprise Project Management

Collaboration Standalone Complex

Professional Services

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Critical Success Factors

• A Strategic-Project planning session• Enhanced Position Descriptions, incorporating strategic connections• A combined SMO/PMO, including strategic thinking, project management,

and performance measurement talent• Strategic conversations around projects• A balance between strategic, operational, and project KPIs• Project management talent sitting in on strategy sessions• Reciprocal training—Project Managers learn strategic thinking; Strategic

Planner’s learn project management


• My work as a project, program and portfolio manager over the past 30 years has only reinforced and confirmed the tremendous synergy between project management and strategic planning

• Each one serves to reinforce the other, enhancing the impact and discipline of the other in a circle of continuous improvement

• What I have found is that the longer the two functions are tied together, the more realistic and achievable the strategic plans become, and the more strategically aligned each project in the Strategic Plan becomes

Lesson Learned

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Upcoming Public Workshop


2-day workshop

April 1-2, 2019

Washington, DC

Onsite Workshops

Contact us for more information

Learn more about Strategic Project Management

Strategic Project Management Training Project Management Consultation

Questions?

Connect with us! • Email

⁻ Joe [email protected]

⁻ Wes [email protected]

• Phone+1 919 460 8180

The Strategy Management Group Brands

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