Project to Strategy Alignment

1
Project to Strategy Alignment

• Effective Project-Portfoliomanagement
• Uwe Sujata

2
Objectives

• Dynamic, continuous strategic planning ensures
  the Project-Portfolio not only aligns with the
  strategy needs, but also delivers optimal value
  from the organizations investments.
• Savvy CEOs will use this process to further
  increase the value of projects toward becoming a
  full and equal partner of the business strategy.

3
Whats in It for Me?

• Agility
• Agility in supporting the organizations
  competitiveness Accelerates innovation -
  Streamlines processes - Improves customer service
  - Helps meet regulatory requirements - Reduces
  costs - Increases profitability - Improves
  flexibility (adaptability) -Implements changes
  quickly (agility) - Enables more accurate
  business, market, or customer assessments -
  Improves forecasting of technology-based costs
  and benefits - Guides internal technology
  decisions (or business investment decisions) -
  Reduces risk
• Constant clarity of focus
• Doing the right things (e.g., fostering the top
  10 value generators determining where and when
  to invest scarce resources, then doing it and
  staying in sync) to achieve ongoing strong
  alignment between business needs and initiatives
  (i.e., on a continually refreshed basis,
  initiatives are focused on specifically
  generating the business value targeted by the
  LOBs, with appropriate impact discussions when
  more work is requested than can be immediately
  undertaken - the tradeoff game)
• Clear communication between the CEO and LOBs
• Links business imperatives to benefits generated,
  to initiatives, to specific projects, to resource
  requirements,from both plan and actual/status
  perspectives
• Clear communication within the LOBs
• Leads to improved alignment of staff toward
  achieving business value (providing explicit
  vision and mission statements)
• Heightened perception of the value of the LOBs
• Gaining broader permission from the CEO to drive
  business value initiatives, thus moving up the
  value perception chain
• Increased awareness
• Of the positive impact of technology on business
  value (educating the LOBs on current technologies
  and technology trends via business impact
  statements)

4
Dynamic Planning Process
5
Structure

• Business drivers and imperatives/goals
• Current trends with their business impacts
• Competitive landscape
• Current plan and status ( threemonth increments)
• Gap discussion and resource requirements
• Organizational impact

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Business Drivers and Imperatives/Goals
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Current Trends with Their Business Impacts
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Competitive Landscape
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Current Plan and Status ( threemonth increments)
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Gap Discussion
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Best-Practice Project Implementation Sequence
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Organizational Impact