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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©1997-2019 Strategy Management Group.
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]
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
• 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
©1997-2019 Strategy Management Group.
Bridging the gap between Strategy Development and Strategic Implementation
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©1997-2019 Strategy Management Group.
Strategic Project Management
©1997-2019 Strategy Management Group.
“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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©1997-2019 Strategy Management Group.
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
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
• 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
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
Project management is the process of taking a project from start to finish
Strategic Project Management
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
©1997-2019 Strategy Management Group.
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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©1997-2019 Strategy Management Group.
Practical Project Management
Pro
cess
es
Ste
ps
Ke
y R
esu
lts
©1997-2019 Strategy Management Group.
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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©1997-2019 Strategy Management Group.
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
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
• 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
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
• 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
©1997-2019 Strategy Management Group.
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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©1997-2019 Strategy Management Group.
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?
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
©1997-2019 Strategy Management Group.
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?
Solutions
Enterprise Project Management
Collaboration Standalone Complex
Professional Services
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©1997-2019 Strategy Management Group.
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
©1997-2019 Strategy Management Group.
• 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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©1997-2019 Strategy Management Group.
Upcoming Public Workshop
Strategic Project Management
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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