PMI13 Strategy

EuroProjex
Project and Programme Management

Session 1.3 Linking project strategy to
corporate strategy
Professor J Rodney Turner
Adjunct Professor
University of Technology Sydney
jrt/mcbp/feb06
EuroProjex
rodneyturner@europrojex.co.uk
jrt/mcbp/feb06
EuroProjex
Linking project strategy to

corporate strategy
Corporate strategy
Linking projects to strategy
Project strategy
EuroProjex
jrt/mcbp/feb06
Strategic Management
Capability
Expectation
Context
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
jrt/mcbp/feb06
Managing
Change
EuroProjex
Strategic drift
Environmental change
Cumulative
change
Project
Project
Flux
Incremental change
Demise
Time
EuroProjex
jrt/mcbp/feb06
Deliberate and emergent strategies
Unrealized
Strategy
jrt/mcbp/feb06
Emergent
Strategies
EuroProjex
Strategy lens
Johnson, Scholes and Whittington

strategy as design
strategy as experience
strategy as ideas
Mintzberg 5 Ps
strategy is a plan, (ahead, intended)
strategy is a pattern, (behind, realized)
strategy is a position, (below)
strategy is a perspective, (above)
strategy is a ploy, (manoeuvre to mislead)
EuroProjex
jrt/mcbp/feb06
The ten schools of strategy

Schools of prescription
1.
Design school
2.
Planning school
3.
Positioning school
Schools of description
4.
Entrepreneurial school
5.
Cognitive school
6.
Learning school
7.
Power school
8.
Cultural school
9.
Environmental school
School of transformation
10. Configuration school
jrt/mcbp/feb06
EuroProjex
Capability
Expectation
Context
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
Managing
Change
EuroProjex
jrt/mcbp/feb06
PESTLE Analysis
Political
Environmental
Environmental law
Waste disposal
Energy
Noise
NIMBYs
Legal
Competition law
Employment law
Health and safety
Product safety
Contract law
jrt/mcbp/feb06
Government stability
Taxation
Regulation
Social welfare
Foreign policy
The
Firm
Technological
Government spending
Industry focus
New discoveries
Technological transfer
EuroProjex
Obsolescence
Economic
Business cycles
GNP Trends
Interest rates
Unemployment
Disposable income
Socio-cultural
Demographics
Income distribution
Social mobility
Lifestyle changes
Education
Five forces framework

Potential
entrants
Threat of
entry
Suppliers
Competitive
rivalry
Bargaining
power
Bargaining
power
Buyers
Threat of
substitutes
Substitutes
EuroProjex
jrt/mcbp/feb06
Capability
Expectation
Context
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
jrt/mcbp/feb06
Managing
Change
EuroProjex
Value chain
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound
Outbound Marketing
Operations
Service
Logistics
Logistics and Sales
EuroProjex
jrt/mcbp/feb06
SWOT
Opportunities
and Threats
The paradigm
Environmental
Forces
The strategy
Strengths and
Weaknesses
jrt/mcbp/feb06
Performance
Organizational
Capabilities
EuroProjex
Capability
Expectation
Context
Relating to
Stakeholders
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
Managing
Change
EuroProjex
jrt/mcbp/feb06
Capability
Expectation
Context
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
jrt/mcbp/feb06
Managing
Change
EuroProjex
Ansoffs matrix
New
Development
Diversification
New segments Current capability
New territories
New capability
New uses
Beyond expectation
Markets
Old
Penetration
Consolidation
Market share
Development
Current capability
New capability
Beyond expectation
Old
New
Products
EuroProjex
jrt/mcbp/feb06
Boston matrix
Hi
Stars
Cash neutral
Problem Children
Cash negative
Cash cows
Cash rich
Dogs
Cash neutral
Market
Growth
Lo
Lo
Hi
Market Share
jrt/mcbp/feb06
EuroProjex
Strategy clock
Hi
4
Difference
5
Focused
3
Hybrid
Perceived
benefit of
product or
service
6
Increased
Price
2
Low Price
1
No Frills
8
Reduced
Benefit
Lo
Lo
jrt/mcbp/feb06
7
Reducing
Hybrid
Price
EuroProjex
Hi
TOWS matrix
Threat (T)
TS Options
Use S
Avoid T
TW Options
Overcome W
Avoid T
SO Options
Exploit O
Use S
WO options
Exploit O
Overcome W
External
Opportunity (O)
Strength (S) Weakness (W)

Internal
jrt/mcbp/feb06
EuroProjex
10
Linking project strategy to

corporate strategy
Corporate Strategy
Project strategy
EuroProjex
jrt/mcbp/feb06
Capability
Expectation
Context
Position
Corporate
Level
Organizing
Choices
Action
Business
Level
Enabling
Operational
Level
jrt/mcbp/feb06
Managing
Change
EuroProjex
11
Corporate strategy to project strategy

Corporate
Strategy
Context
Portfolio
Objectives
Portfolio
Strategy
Program
Objectives
Program
Strategy
Project
Objectives
Project
Strategy
Work area
Objectives
Work area
Strategy
jrt/mcbp/feb06
Project strategy
EuroProjex
Team
Objectives
Team
Strategy
Individual
Objectives
Strategy to change
Internal and external business environment
PESTLE
Strategies, policies, initiatives and targets
Programmes
Projects and related activities
New and transformed business operations,
services and capability
Outcomes achieved and benefits realized
jrt/mcbp/feb06
Impact achieved with future growth

EuroProjex
of
business
12
Practices and techniques for moving

corporate strategy to projects
Business models
Program and portfolio management
Business case
Project strategy
Processes and practices
Roles, responsibilities and accountabilities
Competencies and frameworks
EuroProjex
jrt/mcbp/feb06
Strategic Projects
Product &
Market-related Projects
Project C
Project-specific principles
Project B
Project A
Interfacing
Project E
Product
Targets
Monitor
Company
General project alignment
Market
Objectives
EnterpriseOpportunities
Stakeholder
Create
Mission,
Management
Management
Product
Company
Vision
Prioritisation Portfolio
Operational
Goals
Project L
Risk
Analysis
Multi-disciplined
Teams
Project K
Operational
Projects
Project D
Strategic
Objectives
Organisational
Overview
Source
Resources
Strategic
Project
Planning
Project G
Team
Mobilisation
Logistics
Project J
Procurement
Project F
Project H
Project I
Capital
Expansion
Projects
Paul Dinsmore (1999) Winning in Business with Enterprise Project

Management, New York, AMACOM p. 34
jrt/mcbp/feb06
EuroProjex
13
Three levels of process

Strategy
Design
Strategy
Implementation
Define
Program
0
Business
case
Execute
Program
0
Design
1
Strategy
Maintenance
Strategy
Review
Close
Program
0
Procurement
2
Execution
3
Closure
4
EuroProjex
jrt/mcbp/feb06
Evolution of the business case

Drivers for
change
Programme
mandate
Programme
Brief
Aggregation
jrt/mcbp/feb06
Programme
business case
Inform
Sets scope
Project
and objectives
Project
business
case
Project
business
case
Project
business
case
business case
EuroProjex
Blueprint
Risks
Benefits
Resources
Plans
Alignment
Check
Monitoring
androdneyturner@europrojex.co.uk
review
14
Program and project business cases

Strategies, policies and initiatives
Continued
alignment
Defines required outcomes

Programme business case
Project
business case
Project
business case
Optimum mix of risks

benefits, costs, time
Project
business case
Project
business case
Changed or new business operations

Outcomes delivered here
jrt/mcbp/feb06
EuroProjex
Corporate Strategy to
Project Strategy
Corporate strategy
Project strategy
jrt/mcbp/feb06
EuroProjex
15
Seven forces of project management

Internal to Organisation
Definition
objectives
scope
technology
design
resourcing
Pressures
Sponsorship
benefit
finance
value
schedule
jrt/mcbp/feb06urgency
People
leadership
management
teamwork
influence
IR
Systems
planning
control
reporting
quality
risk
Project Drivers
Attitudes
commitment
motivation
support
right 1st time
shared vision
Resistance
Organization
roles
resources
type
contract
strategy
External EuroProjex
to Organization
Context
political
economic
social
environment
legal rodneyturner@europrojex.co.uk
Project excellence model

Westerveld
Project Organization
Project Results
Appreciation
client
Policy & Strategy
Appreciation
projectpersonell
Environment
Leadership &
Project-
Project-
Team
management
results
Resources
Appreciation users
Appreciation
indirect parties
Appreciation
contract partners
Contracting
Feedback
jrt/mcbp/feb06
EuroProjex
16
END of SESSION 1.3

johnrodney.turner@polimi.it
jrt/mcbp/feb06
EuroProjex
17

PMI13 Strategy

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

PMI13 Strategy

Uploaded by

Copyright:

Available Formats

EuroProjex

Project and Programme Management

Linking project strategy to

Deliberate and emergent strategies

Johnson, Scholes and Whittington

The ten schools of strategy

Five forces framework

Strength (S) Weakness (W)

Linking project strategy to

Corporate strategy to project strategy

Impact achieved with future growth

Practices and techniques for moving

Paul Dinsmore (1999) Winning in Business with Enterprise Project

Three levels of process

Evolution of the business case

Program and project business cases

Defines required outcomes

Optimum mix of risks

Changed or new business operations

Seven forces of project management

Project excellence model

Policy & Strategy

END of SESSION 1.3

You might also like