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CHAPTER
Organisational
3
Strategy and
Project Selection
Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e
3-1
Learning Elements
3.1 Further develop and understand the importance of the methods that define and align an organisation’s project activity.
3.2 Understand the features of portfolio management systems and the role of a typical Project Management Office (PMO).
Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e
3-2
Learning Elements (cont)
3.3 Be able to identify what information and support a PMO should be providing to your project environment.
3.4 Understand the project manager’s responsibilities in relation to supplying information to a PMO.
Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e
3-3
Why Project Managers Need to Understand Strategy
• Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects.
• Project managers who understand their organisation’s strategy can become effective advocates of projects aligned with the firm’s mission.
Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e
3-4
Common Mistakes
• Focusing on problems or solutions with low strategic priority.
• Focusing on the immediate customer rather than the whole market place and value chain.
• Overemphasising technology that results in projects that do not fit the strategy or customer need.
• Trying to solve customer issues with a product or service rather than focusing on the 20% with 80% of the value.
• Engaging in a never-ending search for perfection only the project team really cares about.
Copyright © 2013 McGraw-Hill Education (Australia) Pty Ltd Pearson, Larson, Gray, Project Management in Practice, 1e
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