balancing strategy and tactics in project management
DESCRIPTION
about the tactics and and allTRANSCRIPT
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Balancing Strategy and Tactics in Project Implementation
Presenters: Can Seckin, Khadijah Arshad and Mehrdad Barghi
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Introduction
Successful project implementation is difficult
• Project based work is very different from other organizational activities.
• Projects have specific goals, defined beginning and end , and a limited budget.
• Limited authority and manpower given to project manager.• Project manager needs tools that will help to identify critical issues and
to prioritize them over the life of the project.
• Planning effectively and acting efficiently is hard
Balancing the interplay between planning and action-strategy and tactics is project manager’s most important job
Successful project implementation is difficult
• Project based work is very different from other organizational activities.
• Projects have specific goals, defined beginning and end , and a limited budget.
• Limited authority and manpower given to project manager.• Project manager needs tools that will help to identify critical issues and
to prioritize them over the life of the project.
• Planning effectively and acting efficiently is hard
Balancing the interplay between planning and action-strategy and tactics is project manager’s most important job
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The Project Life Cycle
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Project Critical Success Factors
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Strategy and Tactics
• Related to the early ‘’planning’’ phase of project implementation
• Establish overall goals and plan• Mission, top management support,
and schedule
Strategic
• Concerned with the actual implementation
• Using resources to achieve ends• The other seven key factors
Tactical
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Strategy and Tactics over TimeThe importance of strategy and
tactics shift over project life cycleStrategic issues – At the beginning.Tactical issues – Toward the endAt the final stage, equal importanceMaking the transition between
each is the key to become a succesful manager
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Strategy/Tactics Effectiveness Matrix
Strategic-Tactical Errors Type I: Not taking an action when
one should be taken Type II: Taking an action when
none should be taken Type III: Taking the wrong action Type IV: Addressing the right
problem, but solution is not usedA particular set of circumstances are defined with cells.
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Real Project CaseProject Mission
Top Management Support
Project Schedule
Client Consultation
Personnel
Technical Tasks
Client Acceptance
Monitoring and Feedback
Communication
Trouble shooting
New Alloy Development
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Real Project Case
Project Mission
Top Management Support
Project Schedule
Client Consultation
Personnel
Technical Tasks
Client Acceptance
Monitoring and Feedback
Communication
Trouble shooting
New Appliance Development
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Real Project CaseProject Mission
Top Management Support
Project Schedule
Client Consultation
Personnel
Technical Tasks
Client Acceptance
Monitoring and Feedback
Communication
Trouble shooting
Automated Office
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Real Project CaseProject Mission
Top Management Support
Project Schedule
Client Consultation
Personnel
Technical Tasks
Client Acceptance
Monitoring and Feedback
Communication
Trouble shooting
New Bank Loan Setup
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Implications For Managers
Use a multiple-factor model
Think strategically early in the project life cycle
Think strategically early in the project life cycle
Think more tactically as the project moves forward in time
Think more tactically as the project moves forward in time
Make strategy and tactics work for you and your project team
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