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JONATHAN DONADO
Strategy
Alignment to Project
Management
PMI & ASP
Linkedin.com/in/jonathandonado
March 23rd 2016
1. The Basics
2. The Alignment
3. Questions
PMI & ASP
What is a Strategy ?
… an Art
Let’s start by defining what
it isn’t a Strategy
SOME COMMON MISTAKES:
Be #1 in our market ….Pursue a global
expansion….Have unmatched customer
service….etc
STRATEGY is NOT:
a TACTIC
an OBJECTIVE or a GOAL
a DESCRIPTION
Strategy is a common buzzword:
Where does the word
strategy come from?
From the Greek word
“Strategos” = The art of the
general
Strategy can be found in the
book “The ART of WAR”
by Sun Tzu (from 500 BC)
Today,
Business
is seen
as a
modern
day
war….
…challenges of a CEO are
similar to an ancient General
…a CEO needs to define a
set of tactics to lead to
business “victory”
How do we know what it is our
strategy? How do we make one?
A Google
Search
provides the
following
formal results
?
So … is it a surprise we have
misunderstandings about
business strategies?
Or …. why do great strategies
have no impact on the
organization?
?
To blame:
1. A strategy that isn’t well defined?
… or
2. A lazy execution?
?
A large
proportion
of failure
is due to
Strategy
definition
and not in
the
execution
Strategy needs to influence
Action…. So, in order to influence
Action, it needs to be
Remembered….
In order for a strategy to be
Remembered…. It needs to be
Understood…
In order to be Understood… a
strategy needs to be SIMPLE
(if not it is a just a report)
So, a Strategy needs to be:
1. Remembered
2. Understood
3. Simple
Business
Components
Overview
Where are we going?
The future. The dreams.
Who are we as a company?
What we do. Why we exist.
Our purpose. Value...
Example:
Business
Canadian
Intellectual
Property
Office
https://www.ic.gc.ca/eic/site/cipointernet-internetopic.nsf/eng/wr...
Example:
Mission
Vs
Vision
From a
philosopher
Example:
Strategy
vs
Tactics
• Planning
• Large Scale
• Why
• Difficult to Copy
• Long Term
Frame
• Doing
• Small Scale
• ...
Example:
Strategy
vs
Tactics
So…
Business
Strategy in
simple
terms
A BUSINESS STRATEGY
answers 2 questions:
1. How firms create value
2. How firms sustain value
What is Value ?
What Customers are willing to pay
What It cost the Company to produce it
VALUE
A Survey Says…
70% of employees don’t understand
their company strategy
Forbes “When CEOs Talk Strategy, 70% Of The Company Doesn't Get I...
To make sure all employees
understand the Business Strategy,
we need to make sure that it
clarifies the following:
1. Why Customers buy our
products?
Need to Clarify Key Drivers
Drivers to
increase
revenues or
lower cost
are defined
by Strategy
1. Key Drivers
1. Key Drivers
Who are the people that make
out target market ?
1. Key Drivers
Value
proposition
to
differentiate
our products:
1. Product Differentiation
2. Cost Reduction
2. Identify Critical Challenges
2. Challenges
Internal or External.
Need to define top 3 to 4
obstacles to focus attention
2. Challenges:
Internal
What capabilities do we need to be
the best in the market at delivering
our value proposition ?
2. Challenges:
External
- What is the competition doing?
- How is the market evolving?
- Etc
2. Key Drivers
Strategy
Formulation
2. Key Drivers
Strategy
Formulation
2. Key Drivers
Strategy
Formulation
Porter
5 Forces
3. Determine Must-Win Battles
3. Must-Win
Battles
Define battles that a company needs
to win in the next 2 to 3 years to
overcome obstacles to value cre...
Why do
companies
with good
strategies
fail ?
Not too
many
known
names
Let’s take the DOW
JONES. It started in
1896. The companies
were:
Some
names
unknown
DOW JONES 1976.
The companies were:
Only GE
remains
since 1st
Index
DOW JONES 2016.
The latest group as of
March 21 2016
FAILURE ?
Companies
need to
balance
current
strategies
with the
discovery of
new ones
The “Strategy Trap”
for successful
c...
FAILURE
because
overtime as
Companies
focus
more on
Exploitation
The Strategy Trap
for successful
companies:
FAILURE
overtime.
Companies
focus
more on
exploitation
1 / 3 firms
become trapped in
just a 5 year period
Exploitation
Exp...
FAILURE
overtime.
Companies
focus
more on
exploitation
7 / 10 firms
can’t escape the trap
Exploitation
Exploration
Business
Strategy:
Takeaways:
Business
Strategy
Takeaways
1. a Strategy defines how the
company creates and
sustains value
Business
Strategy
Takeaways
2. a Strategy has to be
remembered, understood
and be simple
Business
Strategy
Takeaways
3. a Strategy fails because
companies focus on mainly in
Exploiting instead or Exploring
1. The Basics
2. The Alignment
3. Questions
PMI & ASP
Between high level Vision/Strategy
and in-the-trenches project
implementation, we need to
bridge the gap
The PMO delivers 2 main areas of
improvement to the organization:
1. Helps choose the right projects
2. Helps deliver the ...
Project
Expectations:
The projects are expected to
be delivered meeting:
1. Budget
2. On Time
And …
The projects are expected to be:
1. On Budget
2. On Time
3. Synchronized with
strategy
Otherwise, it is a waste of
company...
But less than 42% of organizations
report NO high alignment of
projects to strategy
PMI “The High Cost of Low Performance”...
Fact
90% of Senior Executives report that
Executing Strategic initiatives are
critical for the company’s competitive
advan...
Facts
Senior Executives report that:
- 61% struggle with the execution of those
strategies
- Only 56% of strategic initiat...
Why there is no alignment ?
That’s where the PMO comes in
PMI “The High Cost of Low Performance”, 2014
- Strong PMO
- No P...
1. If company lacks uniform management and
oversight processes
2. Leadership has hard time gathering information
about the...
No
Alignment
Factors with
PMO office
1. Internal Factors: No top support,
resources, talent, etc
2. External factors: cons...
1. If company lacks uniform management and
oversight processes
2. Leadership has hard time gathering information
about the...
TOP DOWN APPROACH:
Recipe for Success
1. Have Leadership buy-in
2. Executive team needs to engage PMO in
Strategic Plannin...
PMO: The RIGHT TALENT
High performance vs Low Performance PMO:
1. 2x more likely to succeed as they have people
with the r...
MEASURING RESULTS
Right Procedures + Right Talent = Results
1. Need to measure
2. Look beyond simple project metrics: scop...
Alignment
Takeaways
1. The main way to bridge the gap between strategy
and project execution is the PMO
2. PMO needs to ha...
1. The Basics
2. The Alignment
3. Questions
PMI & ASP
15
Question #1
PMI & ASP
Are there any more resources (books,
web sites, etc.) on the topic?
Best Strategy Books
Websites
15
Question #2
PMI & ASP
Are there other popular Agile
methodologies in practice especially in
the Chicago land besides Sc...
15
Question #3
PMI & ASP
As a case study, looking at Yahoo,
where did program and project
managers fail or was this more a...
15
Question #4
PMI & ASP
Can we share some tools that help
keep things aligned with the
organizational strategy?
Aligning Strategy to Execution: Balance
Scorecard
BALANCE SCORECARD
Robert Kaplan HBS in 1990s
What you measure is what yo...
Aligning Strategy to Execution: Balance
Scorecard
BALANCE SCORECARD
Robert Kaplan HBS in 1990s
What you measure is what yo...
Aligning Strategy to Execution: Balance
Scorecard
BALANCE SCORECARD
Aligning Strategy to Execution
Robert Kaplan &
Norton
2008. They present their management system,
which houses six sequent...
15
Question #5
PMI & ASP
Do you determine strategy first and
project management is the tool that
helps you manage the proj...
Strategy >>> Implementation (PM)
http://www.amanet.org/training/articles/What-Is-Strategy-Execution.aspx
15
Question #6
PMI & ASP
Do you have a strategy development
template?
Strategy > Business Model Canvas
http://www.peterjthomson.com/2013/11/value-proposition-canvas/
By Alexander Osterwalder “...
15
Question #7
PMI & ASP
Does all strategies include projects and
the underlying management of them?
15
Question #8
PMI & ASP
Does project management have any
influence on strategy?
15
Question #9
PMI & ASP
How can I get a PMO started in a
company where I am the only PMP
certified person?
Strategy > PM Influence
https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
15
Question #10
PMI & ASP
How can the PMO get a stronger voice
into the 'C' level suite if not property
represented throug...
Strategy > PMO Voice
https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
15
Question #11
PMI & ASP
How can we best bridge strategy and
project management ?
Strategy > PM Bridging the Gap
http://www.herbrubenstein.com/articles/Implementation.pdf
COMMUNICATION
TOOLS: BALANCE SCOR...
15
Question #12
PMI & ASP
How did you become interested in the
topic being discussed?
Strategy > Personal Interest comes from
EXPERIENCE
ROLES
INTEREST
EDUCATION
POST-GRAD
MASTERS
COLLEGE
RESPONSABILITIES
15
Question #13
PMI & ASP
How do projects get chosen to align
with new strategies?
Strategy > Project Selection for Strategy
http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-alig...
15
Question #14
PMI & ASP
How do we ensure that projects we've
taken on are still delivering the
business value that was p...
Strategy > Delivery Business Value
http://https://www.mindtools.com/pages/article/newPPM_58.htm/
BUSINESS VALUE
1. Continu...
15
Question #15
PMI & ASP
How do you balance Strategy and
resource loading?
Strategy > Resource Loading/Allocation
http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-align-
...
15
Question #16
PMI & ASP
How do you define a business strategy?
Strategy > Definition
“Business Strategic” is the direction/path and scope of an organization
over the long-term: which ac...
15
Question #17
PMI & ASP
How do you ensure benefit realization
is tracked consistently and accurately?
15
Question #18
PMI & ASP
How do you get executives to be more
transparent with the PMO with regards
to the business strat...
Strategy > Management to Support PMO
https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
Strategy-Im...
15
Question #19
PMI & ASP
How do you get more funds for
resources? Best methods?
15
Question #20
PMI & ASP
How do you manage project and
strategy integration cross culturally?
Strategy > Cross Culture Project Management
Time
Orientation
Individualism
Communication
Project Manager shall be cultural...
15
Question #21
PMI & ASP
How do you use the tools discussed at
your job?
Strategy > Tools Used
https://www.gwu.edu/~umpleby/recent_papers/2009%20PMI%20Anbari%20Cultural%
20Differences.pdf
Tool Us...
15
Question #22
PMI & ASP
How does one get to be empowered to
say 'no' to a project, without hiding
behind process ?
15
Question #23
PMI & ASP
How does one put an end to pet
projects that do not align to the
mission/vision of the company ?
15
Question #24
PMI & ASP
How is the growth of Agile project
management impacting strategic
planning?
15
Question #25
PMI & ASP
How much does the PMO influence
either or both (agile project
management & strategic planning)?
15
Question #26
PMI & ASP
How much involvement in the strategy
from external PM?
(6 months contract)
15
Question #27
PMI & ASP
How should change of strategy be
communicated to all shareholders?
15
Question #28
PMI & ASP
How to effectively communicate
strategy up, down and across the
organization?
15
Question #29
PMI & ASP
How to identify the most effective
project management methodology for
a project?
15
Question #30
PMI & ASP
How to measure cost of risk for your
project ?
15
Question #31
PMI & ASP
I have seen a lot of divestment by
formerly large companies, e.g., HP,
Abbott, and parts are bei...
15
Question #32
PMI & ASP
I majored in MIS, specializing in IT project
management. While I have a little PM
experience fro...
15
Question #33
PMI & ASP
If I gave you a laptop to plan your next
project, what software would you want
on it?
15
Question #34
PMI & ASP
I'm interested to hear about the
alignment of strategy with PM
15
Question #35
PMI & ASP
In a large organization, how can a PMO
do a better job to help facilitate project
selection/prio...
15
Question #36
PMI & ASP
In an acquisition situation, when 2
cultures are radically different, what
type of turnover woul...
15
Question #37
PMI & ASP
In the arena of IT, much focus is on
new/shiny features that will advance
strategic objectives. ...
15
Question #38
PMI & ASP
Is having a $ value or cost avoidance
the only true measures of aligning
projects with business ...
15
Question #39
PMI & ASP
Is it always necessary to have a
strategy defined around a project or is
it enough just to have ...
15
Question #40
PMI & ASP
Is it still project or maybe program
management already ?
15
Question #41
PMI & ASP
Is there a recommended framework for
aligning strategy with performance ?
15
Question #42
PMI & ASP
Does this question of strategy and
projects differ in large organizations
versus start-ups ?
15
Question #43
PMI & ASP
I just want to get a high level
background on Strategic & Business
15
Question #44
PMI & ASP
Please explain your experience in
expressing the value of PM's to upper
management.
15
Question #45
PMI & ASP
Project Management in the Federal
Government
15
Question #46
PMI & ASP
Project with PMO role in it, and
without
15
Question #47
PMI & ASP
Recommendations for newly certified
PMPs looking for work ?
15
Question #48
PMI & ASP
Share your few thoughts on best
business practices for Global Business
Management
15
Question #49
PMI & ASP
Should each team possess own
strategy?
15
Question #50
PMI & ASP
Should project strategy be dictated by
the shareholders or recommended by
the project manager ?
15
Question #51
PMI & ASP
Should a strategy be bottom up or top
down ?
15
Question #52
PMI & ASP
Since many functions tend to become
siloed over time, what steps can a PM
take to insert themsel...
15
Question #53
PMI & ASP
Tools and ideas ?
15
Question #54
PMI & ASP
What are common techniques to align
PMO objectives with corporate
strategies ?
15
Question #55
PMI & ASP
What are some techniques to verify
strategic and project alignment ?
15
Question #56
PMI & ASP
What are some ways to communicate
that projects are not aligned properly
to affect change ?
15
Question #57
PMI & ASP
What are successful efforts you have
used to integrate project management
efforts into strategic...
15
Question #58
PMI & ASP
What are the major stumbling blocks to
align strategy with project
management ?
15
Question #59
PMI & ASP
What are the ramifications of
misalignment ?
15
Question #60
PMI & ASP
What are the ways that portfolio
management aligns company's project
management practices with i...
15
Question #61
PMI & ASP
What are ways to view a list of
strategic initiatives ?
15
Question #62
PMI & ASP
What characteristics needed of a PMO
leader ?
15
Question #63
PMI & ASP
What is the best example of a project
well aligned with strategy that you
have led? How did that...
15
Question #64
PMI & ASP
What is the difference between tactical
and strategic ?
15
Question #65
PMI & ASP
What is the fastest growing PM
methodology ?
15
Question #66
PMI & ASP
What mechanisms do you recommend
to address outcomes when project
managers are contractors and n...
15
Question #67
PMI & ASP
When would a project be chartered
that does not align with the strategy
and why ?
15
Question #68
PMI & ASP
Where have you seen project
management efforts fail during
strategic initiatives ?
15
Question #69
PMI & ASP
Would this vary between Waterfall and
Agile environments ?
15
Question #70
PMI & ASP
Wouldn’t your company’s business
strategy dictate whether or not to
initiate a project ? (intern...
15
PMI & ASP
THANK YOU
By Jonathan Donado
15
Contact Info
Linkedin.com/in/jonathandonado
Thank You
Jonathan.L.Donado@gmail.com
www.branded.me/jonathandonado
Business Strategy & Alignment to Project Management
Business Strategy & Alignment to Project Management
Business Strategy & Alignment to Project Management
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Business Strategy & Alignment to Project Management

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Strategy for Project Manager. It explains:
1. What is Business Strategy?
- History: the word Strategy
- Why Strategy Fails?
- Strategy Drivers (Business Model)
2. Alignment of Strategy to Project Management
- The role of a PMO Office in a corporation
3. Questions asked by Project Managers in relation to business strategy

The presentation provided on March 23rd to a joint event organized chapters in Chicago of the Project Management Institute (PMI) and the Association for Strategic Planning (ASP).


Presentation by Jonathan Donado
MBA - IESE
Senior Executive Fellows (SEF) - Harvard University

Connect with me on Twitter @donadosays

Strategy / Strategic Planning / SWOT / Business / PMI / PMP / Project Management

Publicado en: Empresariales
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Business Strategy & Alignment to Project Management

  1. 1. JONATHAN DONADO Strategy Alignment to Project Management PMI & ASP Linkedin.com/in/jonathandonado March 23rd 2016
  2. 2. 1. The Basics 2. The Alignment 3. Questions PMI & ASP
  3. 3. What is a Strategy ?
  4. 4. … an Art
  5. 5. Let’s start by defining what it isn’t a Strategy
  6. 6. SOME COMMON MISTAKES: Be #1 in our market ….Pursue a global expansion….Have unmatched customer service….etc
  7. 7. STRATEGY is NOT: a TACTIC an OBJECTIVE or a GOAL a DESCRIPTION
  8. 8. Strategy is a common buzzword:
  9. 9. Where does the word strategy come from?
  10. 10. From the Greek word “Strategos” = The art of the general
  11. 11. Strategy can be found in the book “The ART of WAR” by Sun Tzu (from 500 BC)
  12. 12. Today, Business is seen as a modern day war….
  13. 13. …challenges of a CEO are similar to an ancient General
  14. 14. …a CEO needs to define a set of tactics to lead to business “victory”
  15. 15. How do we know what it is our strategy? How do we make one?
  16. 16. A Google Search provides the following formal results
  17. 17. ? So … is it a surprise we have misunderstandings about business strategies?
  18. 18. Or …. why do great strategies have no impact on the organization? ?
  19. 19. To blame: 1. A strategy that isn’t well defined? … or 2. A lazy execution? ?
  20. 20. A large proportion of failure is due to Strategy definition and not in the execution
  21. 21. Strategy needs to influence Action…. So, in order to influence Action, it needs to be Remembered….
  22. 22. In order for a strategy to be Remembered…. It needs to be Understood…
  23. 23. In order to be Understood… a strategy needs to be SIMPLE (if not it is a just a report)
  24. 24. So, a Strategy needs to be: 1. Remembered 2. Understood 3. Simple
  25. 25. Business Components
  26. 26. Overview Where are we going? The future. The dreams. Who are we as a company? What we do. Why we exist. Our purpose. Values. What are going to do to achieve our objectives? How are we going to get there? Vision Mission Strategy
  27. 27. Example: Business Canadian Intellectual Property Office https://www.ic.gc.ca/eic/site/cipointernet-internetopic.nsf/eng/wr03475.html
  28. 28. Example: Mission Vs Vision From a philosopher
  29. 29. Example: Strategy vs Tactics • Planning • Large Scale • Why • Difficult to Copy • Long Term Frame • Doing • Small Scale • How • Easy to Copy • Short Term Frame
  30. 30. Example: Strategy vs Tactics
  31. 31. So… Business Strategy in simple terms
  32. 32. A BUSINESS STRATEGY answers 2 questions: 1. How firms create value 2. How firms sustain value
  33. 33. What is Value ? What Customers are willing to pay What It cost the Company to produce it VALUE
  34. 34. A Survey Says…
  35. 35. 70% of employees don’t understand their company strategy Forbes “When CEOs Talk Strategy, 70% Of The Company Doesn't Get It”, 2013
  36. 36. To make sure all employees understand the Business Strategy, we need to make sure that it clarifies the following:
  37. 37. 1. Why Customers buy our products? Need to Clarify Key Drivers
  38. 38. Drivers to increase revenues or lower cost are defined by Strategy 1. Key Drivers
  39. 39. 1. Key Drivers Who are the people that make out target market ?
  40. 40. 1. Key Drivers Value proposition to differentiate our products: 1. Product Differentiation 2. Cost Reduction
  41. 41. 2. Identify Critical Challenges
  42. 42. 2. Challenges Internal or External. Need to define top 3 to 4 obstacles to focus attention
  43. 43. 2. Challenges: Internal What capabilities do we need to be the best in the market at delivering our value proposition ?
  44. 44. 2. Challenges: External - What is the competition doing? - How is the market evolving? - Etc
  45. 45. 2. Key Drivers Strategy Formulation
  46. 46. 2. Key Drivers Strategy Formulation
  47. 47. 2. Key Drivers Strategy Formulation Porter 5 Forces
  48. 48. 3. Determine Must-Win Battles
  49. 49. 3. Must-Win Battles Define battles that a company needs to win in the next 2 to 3 years to overcome obstacles to value creation
  50. 50. Why do companies with good strategies fail ?
  51. 51. Not too many known names Let’s take the DOW JONES. It started in 1896. The companies were:
  52. 52. Some names unknown DOW JONES 1976. The companies were:
  53. 53. Only GE remains since 1st Index DOW JONES 2016. The latest group as of March 21 2016
  54. 54. FAILURE ? Companies need to balance current strategies with the discovery of new ones The “Strategy Trap” for successful companies: Exploitation Get cash for growth Exploration Find new wining products business models
  55. 55. FAILURE because overtime as Companies focus more on Exploitation The Strategy Trap for successful companies:
  56. 56. FAILURE overtime. Companies focus more on exploitation 1 / 3 firms become trapped in just a 5 year period Exploitation Exploration
  57. 57. FAILURE overtime. Companies focus more on exploitation 7 / 10 firms can’t escape the trap Exploitation Exploration
  58. 58. Business Strategy: Takeaways:
  59. 59. Business Strategy Takeaways 1. a Strategy defines how the company creates and sustains value
  60. 60. Business Strategy Takeaways 2. a Strategy has to be remembered, understood and be simple
  61. 61. Business Strategy Takeaways 3. a Strategy fails because companies focus on mainly in Exploiting instead or Exploring
  62. 62. 1. The Basics 2. The Alignment 3. Questions PMI & ASP
  63. 63. Between high level Vision/Strategy and in-the-trenches project implementation, we need to bridge the gap
  64. 64. The PMO delivers 2 main areas of improvement to the organization: 1. Helps choose the right projects 2. Helps deliver the projects correctly
  65. 65. Project Expectations: The projects are expected to be delivered meeting: 1. Budget 2. On Time And …
  66. 66. The projects are expected to be: 1. On Budget 2. On Time 3. Synchronized with strategy Otherwise, it is a waste of company’s resources (human capital and $$) Project Expectations
  67. 67. But less than 42% of organizations report NO high alignment of projects to strategy PMI “The High Cost of Low Performance”, 2014
  68. 68. Fact 90% of Senior Executives report that Executing Strategic initiatives are critical for the company’s competitive advantage ( 2013 The Economist Intelligence Unit report)
  69. 69. Facts Senior Executives report that: - 61% struggle with the execution of those strategies - Only 56% of strategic initiatives are successful ( 2013 The Economist Intelligence Unit report)
  70. 70. Why there is no alignment ? That’s where the PMO comes in PMI “The High Cost of Low Performance”, 2014 - Strong PMO - No PMO (large firms) - Not a strong PMO
  71. 71. 1. If company lacks uniform management and oversight processes 2. Leadership has hard time gathering information about the project progress and results 3. Project goals are not aligned with business goals An Organization will benefit from a PMO: Business Unit PMO Project Specific PMO Enterprise PMO
  72. 72. No Alignment Factors with PMO office 1. Internal Factors: No top support, resources, talent, etc 2. External factors: constant change, volatile markets, competitors, etc
  73. 73. 1. If company lacks uniform management and oversight processes 2. Leadership has hard time gathering information about the project progress and results 3. Project goals are not aligned with business goals An Organization will benefit from a PMO: Business Unit PMO Project Specific PMO Enterprise PMO
  74. 74. TOP DOWN APPROACH: Recipe for Success 1. Have Leadership buy-in 2. Executive team needs to engage PMO in Strategic Planning 3. PMO needs to report to C-level (Forrester Research found in those case the PMO is highly successful)
  75. 75. PMO: The RIGHT TALENT High performance vs Low Performance PMO: 1. 2x more likely to succeed as they have people with the right talent (technical and business) 2. 1/3 more like to succeed as they have the adequate number of people (The Project Management Office Report. PMI 2014) - General Business Acumen - Leadership - Decision Making - Financial/Cost Control
  76. 76. MEASURING RESULTS Right Procedures + Right Talent = Results 1. Need to measure 2. Look beyond simple project metrics: scope/ budget / schedule. Look for: • Customer Satisfaction • Delivery time • Etc
  77. 77. Alignment Takeaways 1. The main way to bridge the gap between strategy and project execution is the PMO 2. PMO needs to have the support of the company’s leadership to succeed: Top Down Approach 3. PMO needs people with business acumen and measure other factors on top of project metrics.
  78. 78. 1. The Basics 2. The Alignment 3. Questions PMI & ASP
  79. 79. 15 Question #1 PMI & ASP Are there any more resources (books, web sites, etc.) on the topic?
  80. 80. Best Strategy Books
  81. 81. Websites
  82. 82. 15 Question #2 PMI & ASP Are there other popular Agile methodologies in practice especially in the Chicago land besides Scrum?
  83. 83. 15 Question #3 PMI & ASP As a case study, looking at Yahoo, where did program and project managers fail or was this more a corporate strategy failure?
  84. 84. 15 Question #4 PMI & ASP Can we share some tools that help keep things aligned with the organizational strategy?
  85. 85. Aligning Strategy to Execution: Balance Scorecard BALANCE SCORECARD Robert Kaplan HBS in 1990s What you measure is what you get
  86. 86. Aligning Strategy to Execution: Balance Scorecard BALANCE SCORECARD Robert Kaplan HBS in 1990s What you measure is what you get
  87. 87. Aligning Strategy to Execution: Balance Scorecard BALANCE SCORECARD
  88. 88. Aligning Strategy to Execution Robert Kaplan & Norton 2008. They present their management system, which houses six sequential stages intended to help organizations capture what they call an “execution premium”—a measurable increase in value derived from successful strategy execution. They outline six stages in this system: 1. Develop the strategy 2. Plan the strategy 3. Align the organization 4. Plan operations 5. Monitor and learn 6. Test and adapt http://www.amanet.org/training/articles/What-Is-Strategy-Execution.aspx
  89. 89. 15 Question #5 PMI & ASP Do you determine strategy first and project management is the tool that helps you manage the projects to complete the strategy?
  90. 90. Strategy >>> Implementation (PM) http://www.amanet.org/training/articles/What-Is-Strategy-Execution.aspx
  91. 91. 15 Question #6 PMI & ASP Do you have a strategy development template?
  92. 92. Strategy > Business Model Canvas http://www.peterjthomson.com/2013/11/value-proposition-canvas/ By Alexander Osterwalder “Business Model Generation”
  93. 93. 15 Question #7 PMI & ASP Does all strategies include projects and the underlying management of them?
  94. 94. 15 Question #8 PMI & ASP Does project management have any influence on strategy?
  95. 95. 15 Question #9 PMI & ASP How can I get a PMO started in a company where I am the only PMP certified person?
  96. 96. Strategy > PM Influence https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
  97. 97. 15 Question #10 PMI & ASP How can the PMO get a stronger voice into the 'C' level suite if not property represented through the Organizational Chart ?
  98. 98. Strategy > PMO Voice https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on-
  99. 99. 15 Question #11 PMI & ASP How can we best bridge strategy and project management ?
  100. 100. Strategy > PM Bridging the Gap http://www.herbrubenstein.com/articles/Implementation.pdf COMMUNICATION TOOLS: BALANCE SCORECARD FORMULATION: SIMPLE STRATEGY PMO
  101. 101. 15 Question #12 PMI & ASP How did you become interested in the topic being discussed?
  102. 102. Strategy > Personal Interest comes from EXPERIENCE ROLES INTEREST EDUCATION POST-GRAD MASTERS COLLEGE RESPONSABILITIES
  103. 103. 15 Question #13 PMI & ASP How do projects get chosen to align with new strategies?
  104. 104. Strategy > Project Selection for Strategy http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-align- FUNDS (MONEY) PRIORITIZE EQUIPMENT PEOPLE Company resources are limited /scarce Need a project selection and priority system to ensure strong link between projects and the strategic plan
  105. 105. 15 Question #14 PMI & ASP How do we ensure that projects we've taken on are still delivering the business value that was promised in the business case?
  106. 106. Strategy > Delivery Business Value http://https://www.mindtools.com/pages/article/newPPM_58.htm/ BUSINESS VALUE 1. Continuous support from SPONSOR 2. Realistic Project Requirements 3. Measuring ongoing results 4. Feedback / Communication To continue to deliver business value is critical that the following occur:
  107. 107. 15 Question #15 PMI & ASP How do you balance Strategy and resource loading?
  108. 108. Strategy > Resource Loading/Allocation http://www.techrepublic.com/blog/tech-decision-maker/prioritize-projects-to-align- with-strategic-plan-116516/ Strategic Planning: Resource allocation begins at strategic planning when a company formulates its vision and goals for the future. The vision and strategic goals are accomplished through achievement of objectives. Budgeting: Once you have set your objective, you will need to allocate sufficient resources to accomplish it. In practical terms, this is often a matter of project budgeting.
  109. 109. 15 Question #16 PMI & ASP How do you define a business strategy?
  110. 110. Strategy > Definition “Business Strategic” is the direction/path and scope of an organization over the long-term: which achieves advantage for the organization through its configuration of resources within a challenging environment, to meet the needs of markets and to fulfil stakeholder expectations".
  111. 111. 15 Question #17 PMI & ASP How do you ensure benefit realization is tracked consistently and accurately?
  112. 112. 15 Question #18 PMI & ASP How do you get executives to be more transparent with the PMO with regards to the business strategy? It seems PMO tends to be that last to know.
  113. 113. Strategy > Management to Support PMO https://www.pmi.org/~/media/PDF/Publications/PMI-Pulse-Impact-of-PMOs-on- Strategy-Implementation.ashx THE IMPACT ON PMOS ON STRATEGY IMPLEMENTATION: Conclusions
  114. 114. 15 Question #19 PMI & ASP How do you get more funds for resources? Best methods?
  115. 115. 15 Question #20 PMI & ASP How do you manage project and strategy integration cross culturally?
  116. 116. Strategy > Cross Culture Project Management Time Orientation Individualism Communication Project Manager shall be culturally sensitive and promote creativity and motivation through flexible leadership. The PM needs to promote an environment of cross-cultural communication with respect and understanding of differences among team members. Main Challenges: https://www.gwu.edu/~umpleby/recent_papers/2009%20PMI%20Anbari%20Cultural% 20Differences.pdf
  117. 117. 15 Question #21 PMI & ASP How do you use the tools discussed at your job?
  118. 118. Strategy > Tools Used https://www.gwu.edu/~umpleby/recent_papers/2009%20PMI%20Anbari%20Cultural% 20Differences.pdf Tool Used: Business Plans, SWOT, Business Model Canvas, Balance Scorecard, Porter 5 Forces, McKinsey 7s
  119. 119. 15 Question #22 PMI & ASP How does one get to be empowered to say 'no' to a project, without hiding behind process ?
  120. 120. 15 Question #23 PMI & ASP How does one put an end to pet projects that do not align to the mission/vision of the company ?
  121. 121. 15 Question #24 PMI & ASP How is the growth of Agile project management impacting strategic planning?
  122. 122. 15 Question #25 PMI & ASP How much does the PMO influence either or both (agile project management & strategic planning)?
  123. 123. 15 Question #26 PMI & ASP How much involvement in the strategy from external PM? (6 months contract)
  124. 124. 15 Question #27 PMI & ASP How should change of strategy be communicated to all shareholders?
  125. 125. 15 Question #28 PMI & ASP How to effectively communicate strategy up, down and across the organization?
  126. 126. 15 Question #29 PMI & ASP How to identify the most effective project management methodology for a project?
  127. 127. 15 Question #30 PMI & ASP How to measure cost of risk for your project ?
  128. 128. 15 Question #31 PMI & ASP I have seen a lot of divestment by formerly large companies, e.g., HP, Abbott, and parts are being sold off. Does strategy come first before projects, programs and portfolios ?
  129. 129. 15 Question #32 PMI & ASP I majored in MIS, specializing in IT project management. While I have a little PM experience from past work experience I have never been a real PM. How do I get started towards a true PM career ?
  130. 130. 15 Question #33 PMI & ASP If I gave you a laptop to plan your next project, what software would you want on it?
  131. 131. 15 Question #34 PMI & ASP I'm interested to hear about the alignment of strategy with PM
  132. 132. 15 Question #35 PMI & ASP In a large organization, how can a PMO do a better job to help facilitate project selection/prioritization across departments?
  133. 133. 15 Question #36 PMI & ASP In an acquisition situation, when 2 cultures are radically different, what type of turnover would be expected?
  134. 134. 15 Question #37 PMI & ASP In the arena of IT, much focus is on new/shiny features that will advance strategic objectives. How can we help the business to understand the importance of underlying ?
  135. 135. 15 Question #38 PMI & ASP Is having a $ value or cost avoidance the only true measures of aligning projects with business strategy ?
  136. 136. 15 Question #39 PMI & ASP Is it always necessary to have a strategy defined around a project or is it enough just to have scope and deliverables ?
  137. 137. 15 Question #40 PMI & ASP Is it still project or maybe program management already ?
  138. 138. 15 Question #41 PMI & ASP Is there a recommended framework for aligning strategy with performance ?
  139. 139. 15 Question #42 PMI & ASP Does this question of strategy and projects differ in large organizations versus start-ups ?
  140. 140. 15 Question #43 PMI & ASP I just want to get a high level background on Strategic & Business
  141. 141. 15 Question #44 PMI & ASP Please explain your experience in expressing the value of PM's to upper management.
  142. 142. 15 Question #45 PMI & ASP Project Management in the Federal Government
  143. 143. 15 Question #46 PMI & ASP Project with PMO role in it, and without
  144. 144. 15 Question #47 PMI & ASP Recommendations for newly certified PMPs looking for work ?
  145. 145. 15 Question #48 PMI & ASP Share your few thoughts on best business practices for Global Business Management
  146. 146. 15 Question #49 PMI & ASP Should each team possess own strategy?
  147. 147. 15 Question #50 PMI & ASP Should project strategy be dictated by the shareholders or recommended by the project manager ?
  148. 148. 15 Question #51 PMI & ASP Should a strategy be bottom up or top down ?
  149. 149. 15 Question #52 PMI & ASP Since many functions tend to become siloed over time, what steps can a PM take to insert themselves into the strategy conversation ?
  150. 150. 15 Question #53 PMI & ASP Tools and ideas ?
  151. 151. 15 Question #54 PMI & ASP What are common techniques to align PMO objectives with corporate strategies ?
  152. 152. 15 Question #55 PMI & ASP What are some techniques to verify strategic and project alignment ?
  153. 153. 15 Question #56 PMI & ASP What are some ways to communicate that projects are not aligned properly to affect change ?
  154. 154. 15 Question #57 PMI & ASP What are successful efforts you have used to integrate project management efforts into strategic development efforts ?
  155. 155. 15 Question #58 PMI & ASP What are the major stumbling blocks to align strategy with project management ?
  156. 156. 15 Question #59 PMI & ASP What are the ramifications of misalignment ?
  157. 157. 15 Question #60 PMI & ASP What are the ways that portfolio management aligns company's project management practices with its corporate objectives ?
  158. 158. 15 Question #61 PMI & ASP What are ways to view a list of strategic initiatives ?
  159. 159. 15 Question #62 PMI & ASP What characteristics needed of a PMO leader ?
  160. 160. 15 Question #63 PMI & ASP What is the best example of a project well aligned with strategy that you have led? How did that alignment affect the project outcome ?
  161. 161. 15 Question #64 PMI & ASP What is the difference between tactical and strategic ?
  162. 162. 15 Question #65 PMI & ASP What is the fastest growing PM methodology ?
  163. 163. 15 Question #66 PMI & ASP What mechanisms do you recommend to address outcomes when project managers are contractors and no longer at the company ?
  164. 164. 15 Question #67 PMI & ASP When would a project be chartered that does not align with the strategy and why ?
  165. 165. 15 Question #68 PMI & ASP Where have you seen project management efforts fail during strategic initiatives ?
  166. 166. 15 Question #69 PMI & ASP Would this vary between Waterfall and Agile environments ?
  167. 167. 15 Question #70 PMI & ASP Wouldn’t your company’s business strategy dictate whether or not to initiate a project ? (internal or external clients)
  168. 168. 15 PMI & ASP THANK YOU By Jonathan Donado
  169. 169. 15 Contact Info Linkedin.com/in/jonathandonado Thank You Jonathan.L.Donado@gmail.com www.branded.me/jonathandonado

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