Hartley, Project Management: Integrating Strategy, Operations and Change , 3e Tilde Publishing

Chapter 2

Strategy, Operations and ChangeNavigating between destiny and reality

© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Chapter overview1. An inspiring strategy2. Operational reality3. Credibility of change4. Justifying the project5. Project classifications6. Embedding governance7. Project maturity

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

An inspiring strategy strategic dialogue of the organisation involve corporate management identify and exploit differential strengths, weaknesses,

opportunities and threats future, value and results oriented integrated organisation wide provide coherence and momentum qualitative in design ‘relative’ long-term focus target action-oriented, measurable activities.

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Operational reality Routine requests Limited risk Variable effort accepted Prone to inertia and delays Poorly defined High delegation Managed through standard operating procedures Localised (functional) impact

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Credibility of change Establishing a sense of urgency Creating a guiding coalition Developing vision and strategy Communicating the change vision Empowering employees Generating short-term wins Consolidating gains Anchoring new culture

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Justifying the project customer advantage regulated compliance operating necessity enhanced capacity cost efficiencies investment return political directive interrelated projects profitability growth

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Project classifications Extent of planning Risk exposure Stakeholders involved Schedule time Allocated funds Organisational impact Contractual obligations Quality standards Methodology Change controls

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Embedding governance accountability—the capacity to call people to account

for their actions transparency—visible and open processes predictability—uniform compliance and enforcement

within laws and regulations participation—stakeholder input and reality checking.

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Project maturity Common language Common processes Singular methodology Integrated processes Excellence

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Review questions1. Define strategic management and its relationship to

project management.2. What are the challenges in trying to balance operational

work along with project work? 3. What are examples of possible justification criteria in

selecting projects?4. What role does governance play in project management?5. Explain how project organisations can demonstrate

maturity, why this is important, and the possible benefits accruing from the maturity model concept

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© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Group learning activities Debate the linkages between strategic management and

project management Discuss the challenges in introducing and managing

change Identify additional project justification criteria and how

they might be measured Debate the ‘onerous’ conditions governance places on

project management Learner’s to self-critique their project management

maturity against Table 2.7 11

© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e Tilde Publishing

Assessment options Write an assignment differentiating between strategic

management and project management Develop a framework scaling workplace projects Write a report on how project management maturity will

be developed Create a governance charter to direct and control future

projects Short answer questions Multiple choice questions

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