Harold Kerzner Integration of PM Into S 1152647
Transcript of Harold Kerzner Integration of PM Into S 1152647
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2012 International Institute for Learning, Inc., All rights reserved. Intelligence, Int
2012 International Institute for Learning, Inc., All rights reserved.
The Integration of Project Manageminto Strategic Planning ActivitiesGoing from Traditional to Strategic Project Management Le
Dr. Harold Kerzner
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Neglecting to understand how the enterprise envifactors can influence senior management's vision
Poorly defined or ill-defined scope
Poorly documented business case resulting in the the wrong project
Poor executive governance once the strategy begimplemented
Reasons for Strategic Planning Failure
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Constantly changing the membership of the governa
Overestimating resource competencies needed for pexecution
Poor capacity planning efforts resulting in understaf
Functional managers refuse to commit the proper rethe duration of the strategic project
Failing to get employee commitment to the project
Reasons for Strategic Planning Failure
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Failing to explain the project well to the project exteam
Failing to explain to the execution team the incent
financial benefits of working on this long-term proFailing to understand the magnitude of the organchange needed for the project to be a success
Unable to manage change effectively
Reasons for Strategic Planning Failure
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Failing to consider the impact of changes in technthe execution of the project
Poor estimating of time and cost
Having an execution team that is unable to work wdefined or constantly changing requirements
Poor integration of the project across the entire o
Inadequate communications
Reasons for Strategic Planning Failure
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One of the core goals when drafting a strategic plan is to
a way that is easily translatable into action plans. Most str
address high-level initiatives and overarching goals, but d
articulated (translated) into day-to-day projects and tasks
required to achieve the plan.Often, plans are filled with conceptual terms which don'
day-to-day realities for the staff [project team] expected t
the plan.
Part of the Problem
Source: Wikipedia, The Free Encyc
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Execution takes significantly more time than plannin
consumes more resources. Executives do not have th
spend possibly years coordinating and integrating w
a multitude of functional areas.
Without a successful implementation plan, strategic
cannot succeed.
Project managers can successfully manage the dysfu
separation between planning and execution.
The Value of Using Project Management
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Long-term strategic objectives must be broken down
short- term objectives to simplify execution. This can
easily using project management tools and a work b
structure.
Project management staffing techniques, and possib
use of a project management office (PMO), can matc
proper resources to the projects.
The Value of Using Project Management
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The organizational process assets used in projec
management can keep senior management upd
project status.
Strategic planning objectives, because of the londuration, are highly organic and subject to chan
managers know how to manage and control cha
The Value of Using Project Management
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Executives determine what they want done.
Project managers determine if it can be done.
A Simple Solution
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Modification of the Areas of KnowledgeArea of Knowledge Strategic Planning Project Impacts
Integration Management The integration of the effort may very well span the entire odomestically and globally.
Scope Management The scope can change as technology changes. The length oit imperative that an effective scope change control procesbaseline may appear as a moving window requiring consta
Time Management Matching the right people and their availability to the constscope will play havoc with scheduling. Losing people due tofunctional areas may have a serious impact.
Cost Management Predicting the true cost of the project will be almost impossmust take place on a routine basis to make sure that the bevalue still exceeds the cost.
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Modification of the Areas of KnowledgeArea of Knowledge Strategic Planning Project Impacts
Quality Management Customers' expectations of quality and competitive forces canchanges to the direction of the project.
Human ResourceManagement
The longer the project, the greater the likelihood that changeoccur, possibly for the worse. Long-term motivation may be
CommunicationManagement
Communication requirements can span the entire company. Cstakeholders will also have a serious impact on the communic
Risk Management The project may be required to have a dedicated risk manage
ProcurementManagement
The length of the project may make it difficult to accurately dprocurement costs upfront.
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Hierarchy
of Responsibilities
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Resource Analysis Model
Benefits toCompany
Profitability Image,etc.
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Attribute BenefitEfficiency Allow an organization to take on more work in less time wit
in cost or degradation of quality
Profitability With all other things being equal, profitability should increas
Scope changes Allows for better upfront planning which should reduce the changes downstream and prevent unwanted changes from
Organizational stability Focuses on effective teamwork, communication, cooperatiothan organizational restructuring
Quality Quality and project management are married together; theyeffective upfront planning
Risks Allows for better identification and mitigation of risksProblem solving The project management processes allow for informed deci
problem solving in a timely manner
Generic Benefits of Using Project Manage
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Specific Benefits of Using ProjectManagement
Attribute BenefitAlignment Better alignment of projects to corporate strategic objectives
Underperformance Earlier identification of underperforming investments
Capacity planning Better analysis of corporate resource planning and availability of q
PrioritizationCombining capacity planning efforts and project management allo
prioritization of projects
Risk mitigation Allows for better mitigation of business risks by using more "what
Time to market Allows for quicker time to market
Decision making More informed and timely decisions due to availability for essentia
Efficiency and effectiveness Allows us to work on more projects without increasing headcount
Better information flow Elimination of duplication of efforts by managers that are unaware
Selection of projects Better analysis of what is and is not a good idea
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Prioritization
Gap Analyses
Speed by which new products are introduced
market)Competitiveness on cost
Competitiveness on quality
Introduction of new technology or product p
Ways That Project Management Helps
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Strategic Leadership Traits
Traits DifferencesAuthority From leadership without authority to significant authority
Power From legitimate power to judicious use of power
Decision making From some decision making to having authority for significamaking
Types of decisions From project only decisions to project and business decision
Willingness todelegate
The length and size of the project will force the project manamore authority and decision making than they normally wou
Loyalty From project loyalty to corporate vision and business loyalty
Social skills Strong social skills are needed since we could be working wipeople for years
Motivation Learning how to motivate workers without using financial re
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Traits DifferencesCommunication skills Communication across the entire organization rathe
selected fewStatus reporting Status of strategic projects cannot be made from tim
Perspective/outlook Having a much wider outlook, especially from a bus
Vision Must have the same long-term vision as the executi
the vision throughout the companyCompassion Must have a much stronger compassion for the wor
be assigned for yearsSelf-control Must not over-react to bad news or disturbancesBrainstorming and problem solving Must have very strong brainstorming and problem-
Change management Going from project to corporate-wide change manaChange management impact Going from project to organizational change manag
Strategic Leadership Traits
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