STRATEGIC ALIGNMENT IN PRACTICE - PMI-NIC · Strategic change looks towards the future and happens...
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STRATEGIC ALIGNMENT IN PRACTICE Ricardo Triana, PMP President & Executive Director America and Asia Pacific
Transcript of STRATEGIC ALIGNMENT IN PRACTICE - PMI-NIC · Strategic change looks towards the future and happens...
STRATEGIC ALIGNMENT IN PRACTICE
Ricardo Triana, PMPPresident & Executive Director
America and Asia Pacific
• More than 20 years of experience as a consultant and a recognized speaker in the areas of Strategy, Project Management, Leadership and Conflict Management.
• Keynote speaker in several events and congresses in Australia, China, India, UK, Japan, Russia, Sweden, Taiwan, New Zealand, Singapore, Spain, India, Netherlands and Latin America among others.
• Interviewed by several media outlets such as CNN Spanish, Record TV Brasil, Forbes India
• Experience in private and public companies in diverse sectors such as Government, Mining, Construction, Telecomm, Financial Services, Information Technology and Development Projects
• President of Practical Thinking Group and also acts as Project Management Advisor with the United Nations Office of Project Services (UNOPS)
• Colombian and Mexican citizen, US Resident, Mr. Triana has lived and worked in several countries during the last 18 years. He is fluent in English, Spanish and Portuguese; intermediate level in French and Italian and has basic knowledge of Greek and Latin
• Member of the Global Board of Directors of PMI – Project Management Institute during 2010-2015 and was its Global Chairman during 2014
Ricardo Triana, PMPPresident & CEO
Global Thinker Strategy & Leadership
Our business is to improve interpersonal relationships so that public and private organizations produce strategic results and thus
help transforming the world
OUR BUSINESS IS PROBABILISTIC
PORQUÉ HACEMOS PROYECTOS?
TRANSFORM THE
BUSINESS
MAINTAIN THE
BUSINESS
Benefits
Realization
Strategic Initiatives
Management
Choose the right projects and programs
for the CORPORATE STRATEGY
Group and manage projects to obtain
BENEFITS -not obtained individually-
Create a UNIQUE PRODUCT / SERVICE
according to the business case, budget and time
PORTFOLIO
Organizational Project Management
Idea Funnel
Decision Gate
Idea
Co
nce
pt
Dev
elo
pP
lan
s
Design & Execution Transition
Decision Gate
Decision Gate
Decision Gate
Decision Gate
100%
Alternative Projects
55%
Benchmarking
Client Needs
Competitive Info
Other information
Investment Planning
Product Elaboration Maintenance &
Operation
Strategic change looks towards the future and happens through projects
Source: PMI 2017 Pulse of the Profession®
Of organizations really
understand the value of
project management
35% Organizations have projects
highly aligned to the strategy
3 of 5
61% Strategic projects that have
achieved their objectives
Having high performance with the projects/initiatives = Improve Results
PROJECT
PERFORMANCE
Within
Time
Meeting
original
Within Budget
12% of the
organizations
Underperformers60% or fewer of the projects
/ initiatives completed on time, on budget, meeting original goals and having
Low Benefits Realization Maturity
Champions80% or more of the projects / initiatives completed on time, on budget, meeting original
goals and having High Benefits Realization Maturity
7% of the
organizations
Source: PMI (Project Management Institute) 2017 Pulse of the Profession™ Report
goals
PMI“The ability of a company to
change or adjust swiftly
responding to the changes in the market or any other environment
variables”
MCKINSEY“… the capacity to
identify and react to threats and
opportunitiesfaster than your competition”
FORRESTER“An approach that combines processes,
methodologies, organizational structures, tools and technologies that allow the decision makers to
act
with more flexibility and velocity
to the continuous changes and regulations”
ORGANIZATIONAL AGILITY
What is at stake and what are Champions doing?
Percentage at risk per each USD billion (97 USD
millions)
-20% decline from a year ago-
EXECUTIVE SPONSORSHIP
Growing
Need for
Leadership
Source: PMI (Project Management Institute) 2017 Pulse of the Profession™ Report
Talent Management
PMI’s Talent Triangle IPMA’s Eye of Competence
Benefits Realization Management
Previous Phases
Execution
OperationReturn of the project
Costs and Cash Flow
Time
Current Date
Tollgate Product
NO GO
GO
Project: Creation of the Project
Deliverables
Post-project: Review of the Project Results
Financial Indicators (BCR, VPL, TIR, ROI, ROA, etc.), intangibles (strategic, sustainability, etc.)
or both (scoring, AHP).
KEY SUCCESS INDICATORS Measure effectiveness. Financial
indicators, intangibles or both
KEY PERFORMANCE INDICATORSMeasure efficiencyRisks, Financial Indicators
Pre-project: Evaluation and Project Authorization
Covered by Project Indicators
Implemented to verify the success of the project and provide feedback to the strategy
STR
ATE
GY
RES
ULT
S
Myth 1 - ”Execution equals alignment”
1Managers focus on Hierarchy
Improve coordination among
units
Source: Harvard Business Review, March 2015 - Donald Sull, Rebecca Homkes, and Charles Sull
Myth 2 - ”Execution means sticking to
the plan”
2You can’t anticipate
everything
Reallocate resources
continually (Be Agile - but be
focused)
Source: Harvard Business Review, March 2015 - Donald Sull, Rebecca Homkes, and Charles Sull
Myth 3 - ”Communication equals
understanding”
3People don’t get the strategy
Keep messages simple and
consistent
Source: Harvard Business Review, March 2015 - Donald Sull, Rebecca Homkes, and Charles Sull
Myth 4 - ”A performance culture drives
execution"
4Too much focus on hitting
numbers
Reward behaviors that
support execution
Source: Harvard Business Review, March 2015 - Donald Sull, Rebecca Homkes, and Charles Sull
Myth 5 - ”Execution should be driven
from the Top”
5Middle Managers don’t learn
to lead
Have frontline managers
make the tough calls.
Source: Harvard Business Review, March 2015 - Donald Sull, Rebecca Homkes, and Charles Sull
1. Organizational Agility
2. Benefits Realization Management
3. Executive Sponsorship
4. Treat Strategic Initiatives as Projects
5. Implement an Enterprise PMO
“WHEN THE REALITY COMES THROUGH THE DOOR, THE
PLAN JUMPS OUT THE WINDOW”
- Ricardo Triana -#PracticalThinkingTribe
www.practical-thinking.com
www.linkedin.com/in/rtriana
rtriana
USA: +1 (305) 778.9091 (Whatsapp)
UK: +44 (20) 3239.1255
BRA: +55 (11) 3230.6310
MEX: +52 (55) 8421.8373
CHL: +56 (2) 2897.9624
Ricardo Triana, PMPPresident & CEO
Global Thinker Strategy & Leadership
