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Tag Archives: Strategy

Strategy in a VUCA world

Posted on December 23, 2019 by | Leave a comment

The traditional view of strategy and the strategic alignment of projects and programs is one where the successful organisation requires its governing body to determine its vision and mission. Then for the governing body and executive management craft a strategy to move the organisation towards achieving its vision.  The resulting strategic plan forms the basis for effective portfolio management, setting the objectives for projects and programs, and providing a framework for measuring their success in terms of their contribution to implementing the strategy and creating value.

VUCA changes this, unexpected things happen and new strategies appear as a consequence of projects and programs responding to VUCA.  Strategy formation has two aspects, one deliberate, the other emergent.

The challenge for PMOs and portfolio management is to engage with the paradox between implementing the strategy and adapting the strategy; and the paradox between allowing sufficient agility and flexibility to maximise value in a VUCA environment without sinking into undirected chaos.  This article offers some solutions to these challenges: https://mosaicprojects.com.au/Mag_Articles/SA1057_Strategy_in_a_VUCA_world.pdf

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Posted in General Project Management, Governance

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The Project Delivery Strategy

Posted on February 6, 2011 by | 8 comments

One element missing in much of the discussion around project management is a focus on optimising the project delivery strategy.

At the project level, strategic decision-making focuses on the way the project will be structured and managed. Choosing between using Agile or Waterfall, pre-fabrication or on-site assembly, won’t change the required project deliverables but will have a major influence on how the project is delivered and its likely success.

One size does not fit all; simply following previous choices ignores opportunities to enhance the overall probability of the project meeting or exceeding its stakeholder’s expectations.

Some of the key steps in designing a strategy for success include:

  • Familiarization with the overall requirements of the project and its stakeholders
  • Determining the key elements of value and success for the project
  • Outlining the delivery methodology and getting approval from key stakeholders
  • Developing the project’s strategic plan based on the available know-how, resources and risk appetite of the stakeholders (including the project management team)

The problem with implementing this critical stage of the overall project delivery lifecycle is that it crosses between the project initiators and the project delivery team. Both parties need to be involved in developing a project delivery strategy that optimizes the opportunity for a successful outcome within the acceptable risk tolerance of the individuals.

Unfortunately, the opportunities to engage in discussion and planning for project delivery are difficult to arrange. Frequently contract documents effectively prescribe a delivery process, and/or the client and senior management don’t know they need to be engaged at this critical stage of the project lifecycle.

Maybe its time for a change…… chose the wrong strategy and the project is destined for failure!

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Posted in Stakeholder Management

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Selecting the right projects for Agile

Posted on June 13, 2010 by | 8 comments

I have just read an interesting article by Bob McGannon on selecting the right IT projects for Agile development. Bob is a Founder and Principal of MINDAVATION, a company providing project management training, consulting, keynotes & coaching services throughout North America, Europe, the Middle East and Australia.

Here is a précis of Bob’s guide to creating an appropriate filter for determining which projects would benefit from the use of Agile processes.

  • An eager sponsor willing to conduct frequent reviews and evaluations of the evolving product.
  • Ambitious, knowledgeable and available business representatives – The Agile process is purposefully collaborative.
  • Minimal time to verify product viability: its power comes from its ability to produce quickly, adjust consistently to new knowledge and business change but only if the learning can be understood, interpreted and absorbed quickly.
  • Minimal business exposure if the product produced is broken; it would be high risk to put a piece of functionality into a production environment if an error in that product would have a substantial impact on the business.
  • A willingness to consider a very different approach; the ability to invest in a different work and management approach is necessary for the project stakeholders.
  • The ‘DNA’ to deal with a bit of ambiguity. Priorities are consistently reassessed and work sequences changed.

The full article can be found at http://www.mindavation.com.au/articles/may10_intellections3.html

Bob’s approach is closely aligned to the ideas discussed in Mosaic’s White Paper on Project Strategy; see: http://www.mosaicprojects.com.au/WhitePapers/WP1038_Strategy.pdf; one approach to every problem seldome dilivers optimum outcomes.

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Posted in Agile Ideas

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