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Conventional Project Management vs. SPM1 |
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Conventional Project Management |
SPM |
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Link
with
business strategy |
direct and explicit |
vague and distant |
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Project
definition |
usually portrayed as a 'given' |
highly flexible, creative,
depending on options |
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Project
planning |
follows on directly from
project definition |
only done once a project
strategy is set |
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Attitude to
detail |
absolutely central - it is all
about control |
important but only in context
– tries always to see the big ('helicopter') picture |
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Importance
of stakeholders |
emphasis on formal structures:
project manager, team, sponsor |
Far-reaching stakeholder
analysis – requires continual scanning |
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The
importance of uncertainty |
coped with through critical
path analysis (after activity planning) |
uncertainty analysis done
first, then activities planned |
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7 Phases
of a Project |
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Wild enthusiasm
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Disillusionment...
More
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Strategic Project
Management (SPM) Defined
SPM is the process of managing complex projects by combining
enterprise strategy and
project management
techniques in order to implement the business strategy and to deliver
organizational breakthroughs.1
Project
Management: 2 Approaches
Why SPM?
In the
new economy, increases in competitive change and business complexity led
to intensified internal pressure to integrate and deliver much faster and to
reduce time to the market.
Project Management: Business Synergies
Linking Projects with
Business Strategy
Strategy is a pattern in a stream of explicit and implicit
strategic projects designed to create a specific competitive
positioning.
The 10 Key Project Leader Skills
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Developing a grand
vision...
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Strategic Thinking and
Project Management
Strategic
thinking is typically associated with 'very big picture' thinking, or
'helicopter thinking' It is relevant to project management at a number of
levels.
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Business projects often materialize as a result of formal or informal
strategy
development. Besides projects which are of a corporate development
and external nature, there are frequently internal projects which are
aimed at reaping major
organizational change.
Why Change Fails: 8 Common Errors
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Individual business projects which have materialized on a 'bottom-up'
basis. Each project of that kind then needs to be linked back up to the
business strategy. This should be
accomplished by teasing out the strategic objectives of each and every
major project.
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Within the project itself: each and every project has both an internal
environment and also some strategy for achieving its own, inherent
advantage.
Best Practices
Google: 10 Golden Rules
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Make coordination easy. Because all members of a
team
are within a few feet of one another, it is relatively easy
to coordinate
projects. In addition to physical proximity, each Googler e-mails a snippet once a week to his work group
describing what he has done in the last week. This gives
everyone an easy way to track what everyone else is up to,
making it much easier to monitor progress and synchronize
work flow...
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Murphy's Law in Project Management
The first 90% of the project takes 10%t of the time, and the
last 10% takes the other 90%...
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50 Rules of Project
Management
Everyone asks for a strong
project manager
– when they get them they don’t want them.
If you’re 6 months late on a milestone due next week but really
believe you can make it, you’re a project manager.
There are no good project managers
– only lucky ones...
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