Strategic project management

Strategic Project Management

Manage Better For Market Leadership

Slide 2 Source: www.dilbert.com

Agenda

Slide 3

11 Market LeadershipMarket Leadership

Strategic Project Management - WhatStrategic Project Management - What

Strategic Project Management - HowStrategic Project Management - How

Managing The ChangeManaging The Change

Measuring EffectivenessMeasuring Effectiveness

ConclusionsConclusions

22

33

44

55

66

77

CaveatsCaveats

Market Leadership

The Examples Are The Definition!

Slide 5

Nutan Mumbai Tiffin Box Suppliers' Charity Trust

Product LeadershipService Leadership

How Is Market Leadership Achieved?

SouthWest – Warrior Spirit Four Seasons - We have chosen to specialise within

the hospitality industry by offering only experiences of exceptional quality.

Dabbawalas – Shakti aur Bhakti Intel - Sponsors of Tomorrow™ Apple – Nurturing Individuality BOSE – Better Sound Through Research

Slide 6

Execution – The Common Factor

Execution

Financial Leadership

Innovation

Risk Takers

Game Changers

Slide 7

Execution ≈ Project Management

Slide 8

Project Management

Tracking

Staffing

Planning

Organising

Strategic Project Management

What is SPM?

Strategic Project Management = (Purpose Driven + Thoughtfulness +

Aligned with Org. Aspirations) + Project Management

SPM in Action

0 Purpose Driven -> Knowing Your Customer -> P&G: 0 Mach 3:-> First as a 3-Blade Razor was joked as “Frankenstein”. Only when the

experience was emphasized, “Like Skating on a Fresh Sheet of Ice”

it was a resounding success.

0 Thoughtfulness -> Hilton Hotels -> Conrad Hilton:“Remember To Tuck The Shower Curtain Inside The Bathtub”

0 Aligned with Organisational (and your) Aspirations:0 Financial Gating at GE0 One innovative product a day at 3M0 20% own time at Google

Slide 11

How Do I Do SPM?

Slide 12

Philosophy, Vision, Mission, Values(Yours and Client’s)

Project Charter & Project Visioning

Project Goals

Project Activities

Project Metrics & Indicators

The Big Four

Every Goal Should Answer the Following Questions:1. Why this goal?2. Why not another goal?3. So what?4. How so?

Slide 13

Project Management - Strategy Overview

Slide 14

Our Weaknesse

s

Project Risks

Our Strengths

Our Culture, Values, Vision

Customer Needs

The Sour Spot

The Sweet Spot

Neutralise Risks

EmphasiseAlignment

Draw upon our Strengths

Mitigate Our Weaknesses

STRATEGY – Repeat Successful Practices

STRATEGY – Get People Buy In

STRATEGY – Change the Game

STRATEGY - Emphasise Purpose and Thoughtfulness

Managing the Change

Adopting SPM

Set ExpectationsThis is not a Silver Bullet; it merely makes the project more meaningful!Thoughtfulness is not a process, it is a mindset!Mechanical Goal Setting is not an end in itself

Include HumourE.g. SouthWest Safety Briefings!Semco HR Policy (Is a set of cartoons)

Fractal BehaviourYou cannot be polite to customers and rude to subordinates – the dichotomy shows up under stress!

Slide 16

Adopting SPM• Celebrate Spectacular Failures

• 5127 – The iterations James Dyson went through before he sold his first Bag Less Vacuum Cleaner

• Ignore Moderate Successes• Learn from the past.• Speak to project managers

Slide 17

We have a ‘strategic plan.’ It’s called doing things.” — Herb

Kelleher

The quote inside the black box is taken from Tom Peter’s Presentation on “The Basics”

Measuring Effectiveness

Slide 19

Customer Need is Key!

Executive Dashboard

Hard (Soft ) Measures: Is the client happy? Does it show in the way he/she greets

you? The number of times you have spent an evening away from office? Do you get a call for advice in (un)related areas?

Is the team finding meaning in the work they do? What is the nature of the debate? Is it about salaries, perks or is it about how to get better? Which debate gets the lion’s share?

What is the team’s reputation within your organisation? Go getters? Do Gooders? Cool?

How curious is your team? How open to change are they?

Slide 20

There are Metrics and then there are metrics…

Slide 21 Source: www.dilbert.com

Caveats

Execution is Key

1. The greatest of plans is next to nothing before a reasonably well done activity.

2. Silver bullets don’t exist. They don’t.3. Perception is reality! Get used to it! Unless you manage

perception ( not yet another initiative), you will fail.4. Market leadership is an aggregate function – you can

only play your part!5. Just because you are beginning to see strategy, please

don’t start retitling yourself as “Strategic” Project Manager!

Slide 23

You Cannot Wish Operational Problems Away!

Slide 24 Source: www.dilbert.com

References

1. www.dilbert.com2. The Game Changer – A G Kafley & Ram Charan3. Good To Great – Jim Collins4. Maverick – Ricardo Semlar5. Primal Leadership – Goleman, Boyatzis & McKee6. The Toyota Way – Jeffrey K Liker7. In Search of Excellence – Tom Peters8. A Passion for Excellence – Tom Peters9. The Basics (Presentation) – Tom Peters

Slide 25

Slide 26

Thank You

Ramesh [email protected]