Free Webinar: The Art of Converting Strategy into Projects

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects STANFORD ADVANCED PROJECT MANAGEMENT

CERTIFICATE PROGRAM

Stanford | Center for Professional Development

Meet Today’s Speakers

MUNIR BHIMANI EXECUTIVE-LEVEL

CONSULTANT, ENTERPRISE BUSINESS ARCHITECT, PROJECT MANAGER, AND IPS

LEARNING INSTRUCTOR

PMP, SCPM, CSM

GUSTAV TOPPENBERG SENIOR MANAGER, CISCO

PMP, PMI-ACP, ITIL

SCRUMMASTER PHD.C

CARISSA LITTLE DIRECTOR,

STANFORD CENTER FOR PROFESSIONAL DEVELOPMENT

TIM WASSERMAN CHIEF LEARNING

OFFICER, IPS LEARNING

PROGRAM DIRECTOR STANFORD ADVANCED

PROJECT MANAGEMENT

(SAPM) CERTIFICATE PROGRAM

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects

Today’s Agenda: 1) Enterprise Architecture

2) Learning More

3) Q&A

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects

“A poor strategy choice is the source of 46% of business failures. Even more common is a failure to translate strategy into the right projects.” - Enterprise Architecture Executive Council Survey 2009

Munir

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects Questions for project & programs managers: When reviewing your strategy and project portfolio, do you wonder if: - the strategy is well defined, measureable, and understood by those who

will execute it? - you are investing in the right projects to enhance the business

capabilities required to realize your strategy? - there is clear and measureable alignment between the projects and

strategy? Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes.

Gustav

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects 1. Defining Enterprise Architecture – Connecting strategy & execution

2. Connecting EA to Stanford’s Strategic Execution Framework (SEF)

3. Converting strategies and business vision into a set of business

capabilities

4. What key skills are needed by a project or program manager in making this connection

5. Companies that leverage Enterprise Architecture

Munir

Stanford | Center for Professional Development

Defining Enterprise Architecture Connecting strategy & execution

Gustav

Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes.

Source: http://www.gartner.com/it-glossary/enterprise-architecture-ea/

EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions. EA is used to steer decision making toward the evolution of the future state architecture.

This is not what I meant by ‘Enterprise Architecture’

Stanford | Center for Professional Development

THE ROLE AND IMPORTANCE OF ARCHITECTURE

Winchester Mystery House

- Is a house of continuous building with no master – no vision

- It was built one room at a time - It has doors & staircases that

lead to no-where - It has lots of waste and unusable

space

Large Skyscrapers

- It was built with a vision in mind and with purpose

- It is a single building, not part of original city architecture, but it fits in

- It serves a functional purpose

Defining Enterprise Architecture - borrowing concepts from another type of architecture

Gustav

Stanford | Center for Professional Development

Defining Enterprise Architecture Connecting strategy & execution

Gustav

Strategy

Innovation

Projects / Programs

Services / Operations

Enterprise Architecture

Stanford | Center for Professional Development

Connecting EA to the Strategic Execution Framework (SEF)

Munir

Enterprise Architecture

Business Capabilities

Stanford | Center for Professional Development

Converting strategies into projects Step 1 – Define the Strategy

Value Metrics

(Financial & Customer)

Performance Metrics

(Efficiency & Effectiveness)

Munir

Stanford | Center for Professional Development

Converting strategies into projects Step 2 – Analyze the Business Capabilities

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales

Manage Flight Operations

Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers &

Promotions Manage Aircraft

Maintenance Manage Talent

Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations

Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce

Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Strong Capability Weak Capability Highly Deficient Capability

Missing Capability

People

Technology

Information

Process

Manage Ground Operations

Munir

Stanford | Center for Professional Development

Converting strategies into projects Step 3 – Develop the portfolio of programs and projects

Munir

Value Metrics

(Financial & Customer)

Business Goals & Strategy Enterprise Business Capability Hierarchy Model (Heat map)

Process, People, Information & Technology

Criteria Financial Customer Process, Technology, Information Organization & People Total Score PriorityWeights 9 5 5 3

ProjectsP1 3 4 5 2 78 3P2 5 3 5 2 91 1P3 4 3 1 1 59 4P4 1 1 2 5 39 10P5 1 3 1 1 32 11P6 1 3 3 4 51 6P7 3 2 1 3 51 6P8 5 4 3 1 83 2P9 2 2 5 2 59 4P10 2 3 2 2 49 9P11 1 3 4 2 50 8

5 = >$10M 5 = Increase Sat 5 = Increase Aircraft Utilization 5 = Increase HR Efficiency3 = $5M to $10M 3 = No Change 3 = No Change 3 = No Change1 = <$5M 1 = Decrease Sat 1 = Decrease Aircraft Utilization1 = Decrease HR Efficiency

Scoring Anchors

Portfolio of Projects/Programs

Performance Metrics

(Efficiency & Effectiveness)

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales

Manage Flight Operations

Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers &

PromotionsManage Aircraft

MaintenanceManage Talent

Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations

Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce

Manage Baggage &Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Manage Ground Operations

Stanford | Center for Professional Development

Stra

tegi

es (G

oals)

Proc

ess,

Tech

nolog

y, In

form

ation

Org

aniz

ation

&

Peop

le

Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1

2013 2014 2015 2016

Standardize Flight Ops to Boeing 737 Aircraft

Achieve 30 Minute Turn-Around Time Target

Standardize Maintenance Facilities

Standardize Aircraft Loading & Unloading

Standardize Training

Revamp Ground Crew Scheduling

Revamp Fueling Procedures

Revamp Loading/Unloading Process

Portfolio Road Map

Outputs of EA

Munir

Value Metrics

(Financial & Customer)

Business Goals & Strategy

Performance Metrics

(Efficiency & Effectiveness)

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Organize the Business Manage Financials Manage Marketing & Sales

Manage Flight Operations

Manage Human Resources

Manage Strategy & Planning Manage Fiscal Planning Manage Offers &

PromotionsManage Aircraft

MaintenanceManage Talent

Acquisition

Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations

Manage Leadership Development

Manage Communications Administer Payroll Manage Online Commerce

Manage Baggage &Cargo Manage Performance

Manage Regulatory Compliance Manage Procurement Manage Customer

Relationships Manage Crew Scheduling Manage Benefits

Manage Ground Operations

Enterprise Business Capability Hierarchy Model (Heat map) Process, People, Information & Technology

Roadmaps

FY14 FY15 FY16

Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1Capabilities Roadmap

Capabilities Budget US$ M

Organize the BusinessManage Regulatory

Compliance 10

Manage M&A Integration ?

Manage Financials

Manage Fiscal Planning 2

Manage Costs 2

Manage Marketing & SalesManage Social

Marketing 14

Manage Online Commerce 7

Manage Flight OperationsManage Ground

Operations 18

Manage Crew Scheduling 6

Manage Customer Relationships 4

Manage Human ResourcesManage Talent

Acquisition ?

Manage Leadership Development 5

UnfundedFully Funded Partially FundedLegend

Reference Architectures

Stra

tegies

(Goa

ls)

Stak

ehold

er Va

lue

Custo

mer

Proc

ess,

Tech

nolog

y, In

form

atio

n

Org

aniza

tion

&Pe

ople

Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1

2013 2014 2015 2016

Increase Average Passengers/Flight to 70% Increase Average Passengers/Flight to 90%

Decrease Aging Fleet by 50% – Retire Gen 1 Aircraft

Introduce NextGen Aircraft to Fleet

Achieve #3 in Best Customer Service (JD Powers)

Achieve #1in Best Customer Service (JD Powers) Maintain #1 in Best Customer Service (JD Powers)

Achieve 80% Flights on Time Achieve 90% Flights on Time

Standardize Flight Ops to Boeing 737 Aircraft

Transition to 100% Direct Sales Model (Eliminate Partnerships)

Achieve 30 Minute Turn-Around Time Target

Train Pilots & Crew in NextGen Aircraft Ops

Train Ground Crews in NextGen Aircraft Ops

Revamp Calibration, Recognition, and Rewards Structures

Stanford | Center for Professional Development

Skills Required by the Program/Project Manager to Connect EA to Strategy

Gustav

Some useful skills to have in working with Enterprise Architects: • Ability to read and translate architecture artifacts into project plan details • Appreciation for Systems Thinking • Understand Business, Operating and Systems models (capabilities) • Strategic Planning • Business Process Design & Management

Stanford | Center for Professional Development

Companies that leverage Enterprise Architecture

Yours…?

Gustav

Stanford | Center for Professional Development

The Art of Converting Strategy into Projects

Today’s Agenda: 1) Enterprise Architecture

2) Learning More

3) Q&A

Stanford | Center for Professional Development

Delivers lifelong education to increase productivity, support career growth and strengthen corporate competitiveness.

Professional Education

Graduate Programs

Stanford Center For Professional Development

Stanford | Center for Professional Development

Stanford University and IPS Learning have created education programs focused on improving strategic execution

• Directed by Professor Ray Levitt, Civil and Environmental Engineering

• Developed in partnership between SCPD and IPS Learning

• Meets the career-long education needs of professionals, managers and executives

Stanford Advanced Project Management (SAPM) Program

Stanford | Center for Professional Development

Elective Courses (select 3):

Required Courses: • Converting Strategy into Action • Executing Complex Programs

• Leadership for Strategic execution

• Bridging Discipline and Agility

• Designing the Organization for Execution

• Financial Mastery of Projects

• Leading Change from the Middle

• Leading Effective Teams

• Leveraging the Customer Relationship

• Mastering the Project Portfolio

• Managing Global Initiatives

• Managing Without Authority

• Project Innovation through Design Thinking

• Project Risk Management

• The Strategic PMO: Projects to Enterprise

Stanford | Center for Professional Development

Courses are available at Stanford, online, and at work.

At Stanford Come to Stanford to engage with faculty and network with professionals from around the world.

Online Self-paced, online courses may be accessed anytime, anywhere.

At Work Courses can be offered at your workplace for your entire team and customized to your company.

For more information: Sam Peters, Client & Learning Services Manager

Toll Free +1.866.802.1152 Outside the US +1.650.725.3016

[email protected]

Stanford | Center for Professional Development

Thank you!

STANFORD ADVANCED PROJECT MANAGEMENT CERTIFICATE PROGRAM