By Dave Wakeman
You don’t have to be a great philosopher to understand that our business environment has changed tremendously over the last few years. One result of all this change is that organizations now rely more heavily on projects to deliver on their strategic efforts.
Instead of considering this a problem, project managers should look at it as a huge opportunity to act more strategically and add value to their roles. We should work with executive leadership to help deliver successful projects aligned with the overall organizational strategy.
Many organizations have just begun to incorporate project management into their strategic delivery. Here are three ways you can align yourself with your organization’s strategy to take advantage of the shifting dynamics in the business environment.
1. Always jump to “why?”
I tell my clients that everything we do in an organization is driven by the answer to one simple question: Why?
As a project manager looking to jump into the strategic deployment of projects, you must move from implementer to strategic partner.
As a strategic partner, you want to get out in front of projects that you suspect won’t be successful from the start. To do so, always ask yourself, “Why this is important?” or “Why isn’t this important?” By being driven by the “why,” you can take control of wayward or poorly aligned projects.
Onecautionary note: When you explain that the project isn’t in alignment with the organizational strategy, you need to offer some alternatives.
2. Pay close attention to the business environment surrounding your organization and project.
As someone close to the implementation of the strategy, you will have a great vantage point to recognize and diagnose any challenges that might impede your team’s progress. You are also likely to be much closer to changes that present opportunities, technologies that will expedite delivery or unresolved issues that may derail the project.
The key is to stop thinking about just your individual project, and begin to think about how your project plays in the overall strategy. Then, when the opportunity presents itself, you should step into the conversation about how the project is working or not working with the organization’s strategy. But be prepared to explain how you got there and how you can get things back in order.
3. Think in terms of outcomes.
As a project manager in a project-driven organization, you’ll need to think and manage based on outcomes. This is in part because the demographics of our workforces are changing from on-site, lifelong employees to remote teams, project-driven workforces and employees who are looking for higher degrees of balance in their lives.
This makes outcome-based objectives a key component of delivering on the strategic promise of the organization. And it means you need to give up the idea that you can or should try to control every activity in your project.
It also means you are likely going to have to focus more on opening clear communication lines with your team and key stakeholders so you can communicate the importance of these outcomes in the context of the organization’s strategy.
How is your role becoming more strategic, and how do you drive strategic thinking in your projects? Let me know what I missed.
By the way, I've started a brand new weekly newsletter that focuses on strategy, value, and performance. Send me an email at firstname.lastname@example.org