Project Strategy

Too often, project managers and their stakeholders lack the visibility into how their project's fit into the business' grand vision. Think how wonderfully your business would run if everyone from the C-suite to the feet on the street understood how to maintain focus executing business strategies.

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Balanced Scorecard for Project Managers helps your project managers and their stakeholders:

  1. Understand what is valuable for your organization.
  2. Reduce miscommunication.
  3. Focus their energies and your resources.

Organizations the world over use balanced scorecard to define their strategic goals. However, balanced scorecard only works if its information is disseminated throughout the organization. This workshop helps PMO managers, executive sponsors, project managers, and their project teams understand why and how a strategy is defined, the use of activity and strategy maps, and how they apply to the organization's projects.

Published in Workshop

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Projects build capabilities to met corporate goals. If you are a CEO, you need to make sure your employees and vendors know what those goals are and how they fit in to the plan. If you are a project manager, you need to know the bounds of you project. If you are anywhere in between, you need to understand how all the pieces fit together and keep it all aligned.

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Published in Suggested Books

In May 2007, the Massachusetts Division of Unemployment Assistance (DUA) signed a contract with Bearing Point, Inc. to modernize the State’s unemployment processing system. The project was called the DUA Quality Unemployment System Transformation (QUEST) Project. Bearing Point filed for bankruptcy in February 2009 and Deloitte announced they would buy Bearing Point for $350MM in March of the same year.

Published in Project Rescue
Good to Great: Why Some Companies Make the Leap...And Others Don't

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Author: Jim Collins
Publisher: HarperBusiness
Released: October 2001
Type: Hardcover
Pages: 300
ISBN:978-0201835953

The Challenge:

You are running a project that is supposed to improve the organization to leap out in front of the competition, yet you have had little formal training on what that means. Project managers need lessons in how world class business runs to drive projects to make that happen.

Built to Last, Collins' first book and defining management study of the nineties, showed how great companies triumph over time and how long-term sustained performance can be engineered into the DNA of an enterprise from the very beginning.

But what about the company that is not born with great DNA? How can good companies, mediocre companies, even bad companies achieve enduring greatness?

The Study:

Published in Suggested Books

In order to comply with the Affordable Care Act, the State of Oregon made the decision to build its own Health Insurance Exchange (ORHIX). An online portal to allow applicants was supposed to go live October 1, 2013. As of March 30, 2014 the site was not functional and all ORHIX applications must be processed from paper applications.

Published in Project Rescue

Leaders define vision. A business turns vision into value. It still takes a team of executives, managers, project managers, and individual contributors to drive the projects that build the capabilities transforming businesses. Ergo, projects are the enablers for turning vision into value.

Published in Keynote
Alignment: Using the Balanced Scorecard to Create Corporate Synergies

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Author:Robert S. Kaplan, David P. Norton
Publisher: Harvard Business Review Press
Released: April 2006
Type: Hardcover
Pages: 320
ISBN:978-0201835953

Projects build capabilities to met corporate goals. If you are a CEO, you need to make sure your employees and vendors know what those goals are and how they fit in to the plan. If you are a project manager, you need to know the bounds of you project. If you are anywhere in-between, you need to understand how all the pieces fit together and keep it all aligned.

Most organizations consist of multiple business and support units, each populated by highly trained, experienced executives. But often the efforts of individual units are not coordinated, resulting in conflicts, lost opportunities, and diminished performance.

Published in Suggested Books
Friday, 21 December 2018 08:45

Filling Execution Gaps

Executives define vision, strategy, and goals to advance the business. Projects enable companies to meet those goals. Between strategy and projects, there is a lot of work to be done—work that lays the foundation for the projects’ success. Through experience and research, six common gaps exist in organizations that inhibit project success—absence of common understanding, disengaged executive sponsors, misalignment with goals, poor change management, ineffective governance, and lackluster leadership.

Published in Keynote
Monday, 15 June 2009 00:00

Negotiation and Management

People often fail to realize how many actions in life are negotiation based. This is no different for in our work life. From managing projects to negotiating a raise, we do some form of negotiation daily. Implementing a process around negotiation is key in maximizing success. A process ensures collecting the correct information for preparing and proposing the new idea.

Published in Keynote
Friday, 15 May 2009 00:00

Improving Project Inception

Starting line image

Experience with red projects has more value than recovering them—avoiding them is the real objective. This presentation focuses on a number of techniques learned while recovering projects that greatly improve the chances for success. It introduces the concept of a Guidance Team that gets involved with the project at the customer inception stage and follows the project and team through to the project completion.

Published in Keynote
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Filling Execution Gaps

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