Showing posts with label Strategy. Show all posts
Showing posts with label Strategy. Show all posts

Monday, June 30, 2008

Are you 'On Strategy'?

Businesses have strategies.

Most of these strategies are implemented by projects.  If you are doing something that is contrary to, or not aligned with the organisation's strategy, we could say your project is a waste of resources.

Depending on how far off strategy you are probably has some relation to the amount of waste you are potentially creating.

How on target is your project?






Sunday, June 01, 2008

Aligning projects with strategy

Executing to strategy is important. Executing non-strategic tasks is wasteful.

Projects are about execution. If you are lucky the project you are working on is aligned to the business strategy. If you are unlucky it isn't.

And if it isn't you should be asking yourself "Why am I doing this?"

After all, when you are done, is anyone going to care?

If you have been reading this site for a while you realise I have a preference for top down planning (and of course, acknowledging the benegits of bottom up analysis into the current state of play.) A top down approach helps you make sure you are staying aligned with the top tier goals of the organisaton.

And of course project professionals need to be able to speak the language of strategy. One tool you might like is a strategy blog I recently discoverred. It's called The Glue and it hs some great insights into strategy from an executon perspective.

Go take a look. I'm sure you'll enjoy it.


Friday, May 16, 2008

Strategic Analysis

This slideshow shows some tips on Strategic Business Analysis for you BAs at the point end of the organisation.

In my experience this is often whre project requirements come unstuck. They fail to consider their context, or to ensure they are aligned to business strategy.

Keep the big picture in mind at all times.





Friday, May 02, 2008

Michael Porter's theory on Competitive Advantage

From: shuwesley.


SlideShare Link



Wednesday, April 30, 2008

Efficiency and effectiveness and getting on with business

Efficiency and effectiveness are often cited as reasons for running a project. "We need to be more efficient and effective"

But are they the same thing? No. And in many instances they are opposite forces.

Take for example taxation. A review of Australian tax laws is on the table at the moment and one of the things the experts are going to have to address is the balance between ease of execution (efficiency) and achieving the right policy outcomes, which are about equity and economic growth (effectiveness.)

In a corporate environment you can find many examples of efficiency and effectiveness being counterpoints. The more you sell the more expensive customer management becomes. Often the larger you get the lower your margins. The faster your call centre staff churn through calls the less satisfied your customers become...

Project professionals are in a fantastic place to influence the choices organisations make about how they grow into the future. But you need to understand the implications of these choices.

When you put efficiency and effectiveness into your project goals for the product or service you are building you need to consider which one of these is most important and why. Does enabling call centre staff to handle 100 calls per day make them better than answering less calls but doing a better job of dealing with the customer enquiry?

Deep knowledge about information systems and technology solutions doesn't help you with questions like this.

I think our focus on technology and process has led us to miss some key strategic questions, which mean that today our experience as consumers is often one of frustration and disappointment.

A deeper understanding is needed by project people about how and why business works. Even if you are at the tactical end of the spectrum it will help you develop your views on requirements management and project strategy so that your projects deliver better long term outcomes.

Here is a couple of resources to consider in your journey to a better knowledge about the business side of project management and analysis.

These are Wikipedia entries. You'll have to dig further to get the full view, but each is essential for your professional toolkit.





Picture thanks to Dru! @ flickr

Thursday, July 12, 2007

3 Journeys to a successful project

Further to my post on Top Down/Bottom Up analysis post:

I have read a nice article by Shawn Callahan at Australian firm Anecdote. It's called Knowledge Strategy - 3 Journeys.

The article is written in the context of implementing knowledge management strategies and it talks about and demonstrates a quality approach to project execution and requirements management. This includes the importance of reconciling the details with the strategic direction when documentaing and managing corporate knowledge.

Take a minute and read the article.

Saturday, June 30, 2007

David I Cleland

Occasionally I publish a post on an influential person from project, information technology, management academia or industries. They are provided as starting points for further reading.

Today’s subject is Dr David I Cleland.

One of his areas of expertise is connecting project management and strategy. That is, how you can best achieve your strategic objectives through projects. It seems fundamental to the task these days, doesn’t it? Once upon a time it was a novel concept.

If you are involved in high end enterprise architecture, strategic planning or even setting up or improving a project office you should read this man’s work. Dr. Cleland is the author or editor of 39 books on project management, engineering management and manufacturing management; he is the most published author of PM textbooks in the world.

Dr Cleland has been so influential that the PMI established the David I. Cleland Project Management Literature Award in 1997 in his honour. The award is given for recognise the best written contribution to the project management industry.

Here are some of the books and papers he has written. Take a tour of his work and be better informed.


Post from the Past

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