Chapter 2
Strategy, Operations and
Change
Navigating between destiny and reality
Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
Chapter overview
1.
2.
3.
4.
5.
6.
7.
An inspiring strategy
Operational reality
Credibility of change
Justifying the project
Project classifications
Embedding governance
Project maturity
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
2
An inspiring strategy
 strategic dialogue of the organisation
 involve corporate management
 identify and exploit differential strengths, weaknesses,
opportunities and threats
 future, value and results oriented
 integrated organisation wide
 provide coherence and momentum
 qualitative in design
 ‘relative’ long-term focus
 target action-oriented, measurable activities.
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
3
Operational reality
 Routine requests
 Limited risk
 Variable effort accepted
 Prone to inertia and delays
 Poorly defined
 High delegation
 Managed through standard operating procedures
 Localised (functional) impact
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
4
Credibility of change
 Establishing a sense of urgency
 Creating a guiding coalition
 Developing vision and strategy
 Communicating the change vision
 Empowering employees
 Generating short-term wins
 Consolidating gains
 Anchoring new culture
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
5
Justifying the project
 customer advantage
 regulated compliance
 operating necessity
 enhanced capacity
 cost efficiencies
 investment return
 political directive
 interrelated projects
 profitability growth
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
6
Project classifications
 Extent of planning
 Risk exposure
 Stakeholders involved
 Schedule time
 Allocated funds
 Organisational impact
 Contractual obligations
 Quality standards
 Methodology
 Change controls
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
7
Embedding governance
 accountability—the capacity to call people to account
for their actions
 transparency—visible and open processes
 predictability—uniform compliance and enforcement
within laws and regulations
 participation—stakeholder input and reality checking.
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
8
Project maturity
 Common language
 Common processes
 Singular methodology
 Integrated processes
 Excellence
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
9
Review questions
1. Define strategic management and its relationship to project
management.
2. What are the challenges in trying to balance operational
work along with project work?
3. What are examples of possible justification criteria in
selecting projects?
4. What role does governance play in project management?
5. Explain how project organisations can demonstrate maturity,
why this is important, and the possible benefits accruing from
the maturity model concept
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
10
Group learning activities
 Debate the linkages between strategic management and
project management
 Discuss the challenges in introducing and managing
change
 Identify additional project justification criteria and how
they might be measured
 Debate the ‘onerous’ conditions governance places on
project management
 Learner’s to self-critique their project management
maturity against Table 2.7
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
11
Assessment options
 Write an assignment differentiating between strategic
management and project management
 Develop a framework scaling workplace projects
 Write a report on how project management maturity will
be developed
 Create a governance charter to direct and control future
projects
 Short answer questions
 Multiple choice questions
© 2014 Hartley, Project Management: Integrating Strategy, Operations and Change, 3e
Tilde Publishing
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