If you closely examines the role of a project manager, it quickly becomes clear the role is to convert an organizational strategy into action. A project manager takes strategic direction from one or more executives and creates and executes the project aimed at implementing that strategy.
Some key concepts I learned going through the material comprising the Converting Strategy Into Action course are clearly articulated in a quote from Joel Barker, "Mr. Paradigm":
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My learning observations were that project managers were the "implementation bridge" between an organizations strategy and their operations. Project managers make things happen. The "right" business strategy can only be effectively executed through the implementation of projects.
A project system (a series of projects) organized into programs that make up an organization's total portfolio is integrated with an organization's people, tools and processes. Through this integration, project managers convert business strategy into action
The course "Converting Strategy Into Action" highlights the skills of people working on projects. It also utilizes the tools and processes inherent within an organization that are directed at excellence in project management.
Project Portfolio Management
An organizations project portfolio is a prioritized set of all projects and programs within the organization. To clarify, program categories such as network infrastructure might be structured in a portfolio where all projects in this category are directed at building the network infrastructure. Examples of this might be:
...and so on.
Leveraging the "Right" Strategy
By leveraging the use of tools, processes and people (resources), the project manager executes the tasks associated with converting strategy into action. This is based primarily on executives selecting the correct strategy and directing the project manager accordingly to load the portfolio with projects aimed at that strategy. The role of the executive sponsor comes heavily into play at this juncture.
An organization matures incrementally. By integrating the organizational structure, associated disciplines (engineering, marketing, finance, etc.) along with the commonly accepted business practices, an organization can master in measurable steps toward the correct or "right" strategic portfolio of projects.
An Example
An excellent example of using concepts learned is with a large financial services organization of which I'm familiar. Top executives at the firm had directed a "Distributed Sales and Support" business model be implemented in branch offices throughout all regions. Technology infrastructure needed to be developed and put into place everywhere. All new applications needed to be programmed and linked to mainframe back office applications. Everyone in all the branch offices needed to be trained in the new systems and processes. Home office staff needed to be updated as well.
The Information Technology portfolio was focused on programs and projects aimed at things like branch office customer service, account management, payment processing, changes to account information, etc. This was all to be done locally and synchronized with the back office systems. Data was passed between branch office server and mainframe, and broker laptop and branch office server. Data was sent every night and amalgamated into financial reporting systems so management could measure overall performance.
Individual brokers were gearing up to get their work processed in the branch office by connecting their laptop computers to local area networks connected to the branch office server.
Application development projects were well on their way to support the execution of that strategy in actual operations. Project managers were using tools and processes based on the planned strategy of a distributed processing infrastructure.
Matching the "Right" Strategy to the "Right" Implementation
It turned out that the distributed branch office server strategy and the associated project portfolio segment was changed almost overnight. The organization was spending too much on branch office sales administration. Sales were flat or declining. Emphasis on individualized customer service (to improve sales) was meant to be increased broker accountability, not the local branch office service staff. At least that was the view of the replacement executive who was taking over for the previous executive dealing with flat sales and increasing costs.
The new executive changed the strategy to a more centralized sales administration posture. Brokers were given 800 numbers to support the customer via laptop downloads and interface applications for processing sales and account management. Branch office administrators were downsized or eliminated entirely. Branch offices were consolidated or closed in all regions.
The project portfolio was totally revamped and the IT infrastructure totally changed. Projects were cancelled and new ones started with top priority. Chaos and confusion reined. Project managers were reassigned. Executive communication on the strategy change, and the reasons behind it could have been handled better.
In the end, projects were started anew that addressed the new strategy. Resources assigned to the cancelled projects were reallocated. People left the company. Costs were reduced. Packaged application software was being acquired and modified. Large call centers were installed in the regions. Customer service previously supplied in the branch was done in the call centers. Everyone worked harder and quicker. Brokers handled more administrative details. Customers learned to deal with service representatives hundreds of miles away instead of around the corner. Eventually, everyone accepted or learned to live with the changes in customer service approach.
Conclusion
As a project manager, you can be focused on what is the current strategy, going about the task of implementation. However, converting the right strategy into the right action and desired operating results is the role of the project manager. This is because the right business strategy can only be effectively executed through the implementation of projects.
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