harold kerzner integration of pm into s 1152647

8/13/2019 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



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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



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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



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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.



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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



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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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2012 International Institute for Learning, Inc., All rights reserved.Intelligence, Int

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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2012 International Institute for Learning, Inc., All rights reserved.Intelligence, Int

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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