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The PM in the Planning Cycle
Andy Jordan is President of Roffensian Consulting S.A., a Roatan, Honduras-based management consulting firm with a comprehensive project management practice. Andy always appreciates feedback and discussion on the issues raised in his articles and can be reached at [email protected]. Andy's new book Risk Management for Project Driven Organizations is now available.
Are you a strategist or a tactician? Is project management a tactically focused execution discipline, or is it a role that helps define the direction of the office, department or organization? I suspect that for most of you the answer is that your role is perceived as simply to execute the corporate strategy through the effective management of projects. There’s nothing wrong with that, but I believe that it fails to fully utilize the skills and experience that a project manager can bring to the table.
In this article I want to explore how a project manager can contribute to the process of defining strategy--of determining which projects get approved, of how the portfolio of projects work together to achieve the corporate goals and of establishing budgets, priorities and timelines.
The unique skills and experience of a PM
The project manager has a very unique role within an organization. They understand the projects that are being delivered from a fairly detailed perspective, but they also understand the reasons why the projects are being executed. This allows them to understand not just what is being achieved, but also what opportunities are being created, what foundations are being laid for future initiatives and what interactions exist with other projects and products.
Additionally, with most project teams existing in a matrix structure …
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