project management_close the gap between project and strategy

7/29/2019 Project Management_Close the Gap Between Project and Strategy

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Close the Gap BetweenProject and Strategy

Group-7

Atul Sharma 05/PGP/75

Arnab Guha Mallik - 05/PGP/74

Rudra Radhakrishnan - 05/PGP/173

Ankur Dey Tarafder - 05/PGP/204

Project Management


2/11

Most companies are going for project based approach andemphasis on teams

Complexity and diversity of projects

Duplication of work across projects

Lack of adaptability to external business changes

Lack of closure of projects, inefficiencies, and dying out ofenthusiasm in employees


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Hardships in Project-Portfolio management

Strategy designed by top level managers, projects handledby mid managers

Lack of clarity of a companys strategy, only 15% aware ofcompanies strategy

Too few criteria used for qualifying projects. Eg ROI

Project Portfolio Management : Stress Areas

ROI, NPV Break-

even time

Investment

Worthiness

Key strategyproj funded

Alignmentwith Business

Strategy Assumption forsuccessfulexecution

Risks :

Execution

Postimplementation benefitsrealization

Risks : ProjectBenefits


4/11

Viewing Projects through a strategylens

Look at theproject

portfolio

Decidewhether theproject is

going thedesireddirection

Decide how to

change theportfolio inorder to putthe firm backon track

IF NO

ExampleTo improve the operating processes, GIBSONfound out all process improvement plansunderway 400 No sense of ownership Lack of project planning expertise

Step 1 400 initiatives into 8 broad categories

Step 2

Rated each project in terms of

Enhancement of service delivery Reducing cost Increasing top line revenues

Step 3 On the basis of ratings decided which project to

revitalize or reject

Step 4A process team was assigned to manage each

project category


5/11

Anteon Corporation- Defense contractor based in Fairfax, VA

Project Portfolio Management Software made by Metier

Helps model actualperformance data toforecast projectperformance

Helps program mangersto anticipate non lineareffects of change

Helps plan forvariability

Build a Project Portfolio Brain

New technologies, project steering committees and program managers anddisciplined communication at multiple levels can help in spotting inefficiencies,

duplicate efforts

Project Portfolio Modeling Software


6/11

Members of executive

committee

Managers from various

strategic businessunits

Corporate level

CFO

CIOTeresaChaos

Twobusiness

centerCFOs

ITDirector

EMPLOYBRIDGE- Atlanta based staffing firm

Portfolio Management : Best when the members of project

steering boards review and approve of projects

Members discuss andprioritize on the basis ofbusiness needs

Identify Common Threads-across different projects andlump

Multiple LevelCommunicationMonthly phone calls with area VPsto discuss strategy

Weekly phone calls with CFOreports to get updates about aproject


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What-If Analysis Chunking

Evaluate options

Unsure whichoption to

implement

Develop prototypesfor each option

Take feedback from

market; finaloption selection

Eg Ellipsus Systems

Division of project intosmall chunks of

independent sub-projects

Minimal dependencies and

cancellation of chunks stillmoves project forward

Easy approval from topmanagement, reassess

priorities, constantlearning

Eg Carlson Hospitality

Worldwide


8/11

Project Portfolio Managers

Subprogram manager for each project Steering committee with weekly meetings

Challenge : Projectsacross Multiple functions

Virtual teams made with members fromeach country

Weekly meeting of virtual project

management teams

Challenge: Located indifferent countries ( US,Canada and Germany)

Executives and project managers flew toGermany for face to face meetings

Challenge: Culturaldifferences between

companies

Thorough documentation and circulationof each decision

Project plan boiled down to one pagememo to use in monthly meetings

Challenge:

Communication

M

atrix

environment

Team members withmultiplecommitments

Regular shift of team

compositionComplex, crossfunctional groups P

rojec

tportfolio

manager

One strategic goaldependent on multipleprojects

Hold the position for anyear or so

Look beyond results toexamine the process

Crystal Decision- SAP partnership

Success in JointVenture through a

consolidated viewof project andrelationship withSAP.

PMI Research Conferencein Montreal suggests thatthe ideal portfoliohas 75 percent mission-,

vision- and strategy-directed projects; about 20percent business unitimprovement projects(still aligned with themission and vision); andabout five percent projectsto fixproblems.


9/11

Evaluation of ISRO


10/11

An inter-ministerial Working Group constituted by the National level S&T steering Committee

Satellite Communications & NavigationIncrease INSAT system capacityGAGAN (GPS And GEO Augmented Navigation)Indian Regional Navigational Satellite System

I n d i a n S p a c e R e s e a r c h O r g a n i z a t i o n

Strategic Intent- Overall Thrust of the 11th Plan

Sustain and strengthen the already established space based services towards socio-economic development of thecountry.

Project-Portfolio Brain

Project Portfolio

Launch Vehicle DevelopmentDevelopment of GSLV Mk-IIICapability improvement (PSLV,GSLV)

Reusable Launch Vehicle - space recovery technologies & air breathing propulsion

Earth Observation SystemsMicrowave remote sensing satellite RISAT-1 - Applications in Agriculture and Disaster Management

Space Science Programme

Manned Missions/Human Space Flight Programme

Disaster Management SupportNational Data Base for Emergency ManagementSatellite based communication support for Disaster Management

Strengthening of early warning systems


11/11

THANKS

project management_close the gap between project and strategy

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