Strategy, Project, ACTION!How to Align Strategic Business Improvement

and Organizational Capabilities

Society of Healthcare Systems (SHS)Bennetta B. Raby MS, PMP. LSSBB

Introduction

In a time of competing, fluid business needs, the alignment of an organization's strategy to a portfolio

of projects in order to maximize their return on investment takes a highly coordinated effort.

The requirement to create the link between projects and strategy often becomes apparent once an organization is in dire need of reaching a transformative or reduced

state.

"Strategies, Projects, Action!" provides the fundamentals of how to align business improvements, organizational

capabilities and project leadership. 

Learning Objectives for today

To understand the basic concept of organizational strategy and potential pitfalls

To examine the tenants of project management and portfolio management

Developing linkage and alignment between business improvements, organizational capabilities and project leadership. 

By Definition……

strat·e·gy the art of devising or employing plans

toward a goal proj·ect a planned undertaking ac·tion the bringing about of an alteration

by force or through a natural agency

Strategy Project Action“The art of devising a planned undertaking to bring about an

alteration by force”

Traditional Strategy Model

Strategy in the traditional sense addresses a general direction that an organization has set to reach within a defined span of time

Strategy deals with succinctly defining the critical success factors to achieving market share, efficiency and/or quality.

The outputs of a strong strategy model assures the organizations

sustainability.

The Trouble with Strategy is….

Corporations spend about $100 billion a year on management consulting and training with a large portion of it aimed at Strategy Development

Less than 10 percent of meticulously developed strategy can be carried out to a successful implementation

90% of companies consistently fail to execute strategies effectively

Harvard Business School Press, 2003

Mechanics of Strategy

Organizational Vision

& Analysis

Design

Roadmap

•The “5-year” Organizational Vision•Identifies the Organization’s Strategic Tolerance (Culture)•Gains an understanding of the inherent capabilities within the Organization

•Defines the Change Management Plan•Implementation Planning Approach•Budget Planning is tied to specific goals

•Identifies the Roadmap – The “Portfolio” of Projects that will get the organization to the “5 Year Vision”

Traditional Project Model Traditional Project Management

creates discipline around how to achieve unique, critical initiatives in a timely manner.

The PMBOK (Project Management Body of Knowledge) is the international standard for Project and Program Management

How to frame Strategic Projects

Mission

Vision

Adaptability

Change Manageme

nt

Leadership

PROJECTS

Time

Cost

QualitySpecs

Knowledge Mgmt

Strategy

Strategy

What links Strategy to Projects

The relationship between Projects and Strategies translates goals and objectives into explicable and actionable terms

The effective utilization of key resources where it counts most ($, people, technology, etc.)

Strategy

Portfolio

“They must meet

head-on”“The Balance

Act”

Tying it all together ……

Core Values

Corporate Strategic Goals

Strategic Programs

Projects w/ ROI

Create a portfolio structure that includes the following hierarchy

Step 1: Define and review missionStep 2: Analyze external and internal environmentsStep 3: Identify goals and objectivesStep 4: Formulate strategies to achieve objectivesStep 5 : Implement strategies through projectsStep 6: Communicate progress of overall strategy plan

Strategy to Project Link

•Connect the Strategy through the Project Investment portal or “portfolio”•Make the connection via a series of “calculated”, synergistic planning sessions and iterations to evaluate “what is the most valuable work to be done”• Create frequent iterations for evaluating the portfolio of projects and their relativity to the Strategy• Understand and communicate the necessity for constant realignment in order to maintain efficacy• The link between Strategy and Strategic Projects is a solid, deliberate, daily ritual!!!!• Organizational executives must learn the vernacular of project management in order to execute transformative strategies such as Portfolio Management, Project Management and Performance Improvement. Not easy but necessary!!

“The Portfolio”

The Starting Point - Questions

There are several questions that should be asked prior to setting the strategy: What is the organizational culture? Does the organization have the general

concept of strategy? What are the top “5” goals of the

organization Is there a “true” appreciation for

transformational disciplines? (Project Management, PI, Strategy)

The Starting Point - Answers Identify the key core competencies

needed to attain the strategy Use a SWOT Analysis (Strengths,

Opportunities, Weaknesses and Threats) to understand the dynamics of the organization and its tolerance for change

Create a feedback/communication mechanism that encourages the frontline staff to submit ideas for improvements

The Starting Point - AnswersFor Organizational Leaders-

Focus more on the specific project outputs than on the hi-level strategy outcomes. The strategic execution will happen naturally if the project execution is successful.

For Project Leaders –Maintain visibility into the strategic implications of the project work you are performing

“Think Outside YOUR Box”

Execution

Revisit investment decisions on a regular basis. A bi-weekly meeting to review the project portfolio is a tactical approach to staying on track. (Monitor)

Highlight what has changed in the organization or market since the last review

Make sure that the proper tools are in place to view the strategy, portfolio, resources and ROI aggregately (i.e. Portfolio Management Tool)

Make "mistakes” a necessary part of the lessons learned for future improvement

Educate each level of the organization on basic strategy and project management principles

Project Portfolio- Example

Deploy governance methodology within the portfolio tool to increase standardization across the continuum.

Portfolio Dashboard (Real time)

Make “real time, dynamic” info readily accessible to leadership and project teams to increase visibility and accountability

Observe, Orient, Decide, Act

The Chinese military strategist and philosopher, Sun Tzu noted that “All men can see these tactics whereby I conquer, but what none can

see is the strategy out of which victory is evolved”.

Where does Portfolio Management Fit?

Strategy, Projects, ACTION!

Having a competitive strategy and projects tightly aligned to the strategy is key!

Project Management must be successfully embedded in strategic objectives, values,

and outcomes Project Management creates meaningful

steps for strategic execution and corporate value delivery, and improves the track record of delivery

Strategy, Projects, ACTION!

In Summary, creating a strategically aligned entity is difficult to start and maintain. However, it is vital to drive

strategy from the top of an organization to an actionable, manageable level.

The ideas , the people, the culture, the money are optimized with a strong

strategy tied to a strong portfolio of meaningful, productive projects

IDENTIFY - SIMPLIFY- EDUCATE – COLLABORATE

Thank You!

Bennetta B. RabyMS, PMP, LSSBB

For more information please contact at:

bennettar@sbcglobal.netUpcoming Events:

• SHS Healthcare Systems Process Improvement Conference, Poster Presenter

• HIMSS Annual Conference, Session Speaker