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Projects Linkages?
Strategy

Project Performance Tracking shows…

Source: Pulse of the Profession Report , PMI 2

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Difference between Champs and Laggards

Source: Pulse of the Profession Report , PMI

Performance Matrix for Strategic Initiatives

Source: Pulse of the Profession Report , PMI

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Why strategic project fails?

Source: Pulse of the Profession Report , PMI 5

Why Project Fails?

Source: Pulse of the Profession

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Report , PMI

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Who are responsible?

Source: Pulse of the Profession Report , PMI 7

Consequences of poor linkage between project and strategy..

U.S. Companies spends roughly $2.3 trillion on projects and
yet…
Majority of the companies don’t have a strategy for maintaining their
projects in a way that captures their full value and effectively maps them
to the needs of the organization.
The consequence?
“close to $1 trillion in underperforming investments in U.S. alone over the
last five years”
What explains this phenomenon?
“companies are launching an increasingly wider range of project types as
well as a far higher number of projects than in previous decades”

Source: In connecting the dots: Aligning the projects with Objectives in unpredictable times (HBS Press 2003)
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Need for Linking Portfolios, Programs, Projects with Organizational Strategy

“if you want to find out where your company is going to

be three to five years from now, don’t look at your stated
strategy. Instead, look at your project portfolio. That’s
where you’re making your investments, and it’s those
investments that determine your firm’s direction.” -
Benko

How well company’s projects align

collectively behind the corporate
strategy?
Why is alignment so hard?
• While company’s strategic
intensions comes from the top,
but projects start from middle
• Lack of clarity also leaves room
for different interpretations of
strategy
• Too few criteria for project
approval
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Project Stakeholders

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Portfolio, Program and Project Management

Portfolio Management is a centralized
management of one or more portfolios to
achieve strategic objectives.

Program Management supports

organizational strategies by authorizing,
changing, or terminating projects and
managing their interdependence.

Project Management : A project can be

managed in three separate scenarios: (i) A
stand-alone project (ii) within a program (iii)
within a portfolio

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Why Project Managers need to understand Strategy?

Changes in the organization’s mission and strategy
Project managers must respond to changes with appropriate decisions about
future projects and adjustments to current projects.
Project managers who understand their organization’s strategy can become
effective advocates of projects aligned with the firm’s mission.

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Strategic Management Process

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Project Portfolio Management :The need for a strong project priority system

The Implementation Gap

The lack of understanding and consensus on strategy among top
management and middle-level (functional) managers who independently
implement the strategy.
Organization Politics
Project selection is based on the persuasiveness and power of people
advocating the projects.
Resource Conflicts and Multitasking
Multi-project environment creates interdependency relationships of
shared resources which results in the starting, stopping, and restarting
projects.

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BENEFITS OF PROJECT PORTFOLIO MANAGEMENT

 Builds discipline into the project selection process.
 Links project selection to strategic metrics.
 Prioritizes project proposals across a common set of criteria, rather than
on politics or emotion.
 Allocates resources to projects that align with strategic direction.
 Balances risk across all projects.
 Justifies killing projects that do not support strategy.
 Improves communication and supports agreement on project goals.

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A Portfolio Management System

Design of a project portfolio system:
Classification of a project
Selection criteria depending upon classification
Sources of proposals
Evaluating proposals
Managing the portfolio of projects.

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Portfolio of Projects by Type

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A Portfolio Management System

Selection Criteria
Financial models: payback, net present value (NPV)
Non-financial models: projects of strategic importance to the firm.
Multi-Weighted Scoring Models
Use several weighted selection criteria to evaluate project proposals.

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Non-financial Strategic Criteria

 To capture larger market share
 To make it difficult for competitors to enter the market
 To develop an enabler product, which by its introduction will increase sales
in more profitable products
 To develop core technology that will be used in next-generation products
 To reduce dependency on unreliable suppliers
 To prevent government intervention and regulation
 To restore corporate image or enhance brand recognition
 To demonstrate its commitment to corporate citizenship and support for
community development.

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Multi-criteria Selection Models

Checklist Model
 Uses a list of questions to review potential projects and to determine their
acceptance or rejection.
 Fails to answer the relative importance or value of a potential project and
doesn’t to allow for comparison with other potential projects.
Multi-Weighted Scoring Model
 Uses several weighted qualitative and/or quantitative selection criteria to
evaluate project proposals.
 Allows for comparison of projects with other potential projects

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Sample Selection Questions used in Practice

Topic Question
Strategy/alignment What specific strategy does this project align with?

Driver What business problem does the project solve?

Success metrics How will we measure success?

Sponsorship Who is the project sponsor?

Risk What is the impact of not doing this project?

Risk What is the project risk to our organization?

Risk Where does the proposed project fit in our risk profile?

Benefits, value, ROI What is the value of the project to this organization?

Benefits, value, ROI When will the project show results?

Objectives What are the project objectives?

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Sample Selection Questions used in Practice

Topic Question
Organization culture Is our organization culture right for this type of project?

Resources Will internal resources be available for this project?

Approach Will we build or buy?

Schedule How long will this project take?

Schedule Is the time line realistic?

Training/resources Will staff training be required?

Finance/portfolio What is the estimated cost of the project?

Portfolio Is this a new initiative or part of an existing initiative?

Portfolio How does this project interact with current projects?

Technology Is the technology available or new?

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PROJECT SCREENING MATRIX

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Applying a Selection Model

Project Classification
Deciding how well a strategic or operations project fits the organization’s
strategy.
Selecting a Model
Applying a weighted scoring model to align projects closer with the
organization’s strategic goals.
o Reduces the number of wasteful projects
o Helps identify proper goals for projects
o Helps everyone involved understand how
and why a project is selected

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Project Proposals
Sources and Solicitation of Project Proposals
Within the organization
Request for proposal (RFP) from external sources (contractors and
vendors)
Ranking Proposals and Selection of Projects
Prioritizing requires discipline, accountability, responsibility, constraints,
reduced flexibility,
and loss of power.
Managing the Portfolio
Senior management input
The priority team (project office) responsibilities

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A Proposal Form for

an Automatic
Vehicular Tracking
(AVL) Public
Transportation
Project

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Risk
Analysis for
500-Acre
Wind Farm

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Managing the Portfolio System

Senior Management Input
Provide guidance in selecting criteria that are
aligned with the organization’s strategic goals
Decide how to balance available resources
among current projects
The Governance Team Responsibilities
Publish the priority of every project
Ensure that the project selection process is open
and free of power politics.
Reassess the organization’s goals and priorities
Evaluate the progress of current projects

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Linking Project governance with organizational governance

Organizational governance:
• A structured way to provide direction and
control through policies, and processes, to
meet strategic and operational goals
• Typically conducted by a board of directors
to ensure accountability, fairness and
transparency to its stakeholders.

Project governance:
• provides the project stakeholders with
structure, processes, roles,
responsibilities, accountabilities, and
decision-making models for managing
the project

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Project Governance: An Integrative Approach

Integration (or centralization) of project management provides
senior management with:
An overview of all project management activities
A big picture of how organizational resources are used
A risk assessment of their portfolio of projects
A rough metric of the firm’s improvement in managing projects relative
to others in the industry
Linkages of senior management with actual project execution
management

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PM Practice: High vs Low Maturity

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Source: Pulse of the Profession 2020 ,PMI

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As per PMI Pulse of Profession 2017 Survey…

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Project Management Office -

PMO

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Project
Screening
Process

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Priority
Analysis

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Balancing the Portfolio for Risks And Types of Projects

Bread-and-butter Projects
 Involve evolutionary improvements
to current products and services.
Pearls
 Represent revolutionary commercial opportunities
using proven technical advances.
Oysters
 Involve technological breakthroughs
with high commercial payoffs.
White Elephants
 Showed promise at one time
but are no longer viable.

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Questions?
[email protected]

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