10. A simple model Strategy Operations Projects Projects instantiate strategy into operations…..examples: -Project Apollo -Macintosh project at Apple -Manhattan project
19. Strategy It all starts with strategy. All organizations have a strategy, even if they haven’t articulated one. Let me observe their actions and I will be able to infer an organization’s strategy in short order, even if it isn’t a consistent strategy . This is sometimes known as the emergent strategy school Ideally, all projects are a reflection of the strategy. Each project should be rationalized in the context of the portfolio strategy This is typical of the deliberate strategy school of thought Strategy starts first with values and beliefs about the future and beliefs about the organization’s assets and core competencies
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22. Portfolio snapshot-2006 Car make Honda Toyota Small entry level sedan Civic Echo/Corolla Mid size sedan Accord Camry Large size sedan None Avalon Small SUV CRV RAV4 Large SUV Pilot Land cruiser
23. Macro portfolios Mazda attempted to start a luxury brand under the name Millenia but it failed Toyota is rumored to be contemplating a hi tech brand under the name Prius GM is eliminating and selling brands at high speed Make Luxury Mid tier Entry level Toyota Lexus Toyota Scion Honda Acura Honda Honda Nissan Infiniti Nissan Nissan
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31. Multi project issues: The domino effect Projects are stacked up one in front of the other Shared resources and tight timing If one slips, they all slip!!!
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33. Wild west syndrome Every project is out for itself May the best project win! Encouraging one project to fail to accelerate another is just fine, right? Who is the referee? Who is looking out for the organization?
67. PROJECT SUCCESS HIERARCHY ENABLING CULTURE COMMON PROCESS TOP DOWN COMMITMENT AGREED TO AND CLEAR STRATEGY AND GOALS PROJECT MANAGEMENT TECHNIQUES PROCESS/ORGANIZATIONAL MATURITY LEARNING ORGANIZATION METRICS DRIVEN PM IS A PIECE OF THE SOLUTION FOCUS ON TIME AS MATURITY PROGRESSES
76. Impossible Curve Achieved Cycle Time Number of Headcount Assigned to Project Optimal staffing level Interference factor Non critical mass Impossible region
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81. Flex matrix Senior Management must determine which attributes are most and least important on a project
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83. Rolling Wave approach to planning Level of planning detail Planning horizon (future time)
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85. Sr Mgt: A matter of integrity What you say What you do Is there a match? If not...your initiatives will suffer!!