Some organizations initiate projects to fulfill current business needs, others initiate projects only if they are aligned with strategic goals. Are all of your new/approved projects 100% aligned with organization’s strategic goals? Saving Changes...
Our new PM framework now requires ALL projects to be aligned with the strategic initiatives/ policies within our department (federal government - defence). If there is no link(s), the project will simply not move forward. Having more links gives you a better score. A proprietary algorithm is used then to determine if the project can "fit" in our investment universe. Just having a good idea is simply not going to be blessed any longer as there are finite resources (people, time, $$$).
It's easy to claim alignment, especially if the organization's goals are not SMART. The litmus test is if those goals are actually defined as OKR's and project charters objectively and quantitatively show how those OKR's will be achieved through the projects.
Our new PM framework now requires ALL projects to be aligned with the strategic initiatives/ policies within our department (federal government - defence). If there is no link(s), the project will simply not move forward. Having more links gives you a better score. A proprietary algorithm is used then to determine if the project can "fit" in our investment universe. Just having a good idea is simply not going to be blessed any longer as there are finite resources (people, time, $$$).
It's easy to claim alignment, especially if the organization's goals are not SMART. The litmus test is if those goals are actually defined as OKR's and project charters objectively and quantitatively show how those OKR's will be achieved through the projects.
We've spent quite a bit of work on this recently. A new enterprise level strategy was rolled out. That was decomposed through the business units down to the team levels to show how our work aligns with strategy, and each team has documented where we ourselves fit in with the work we do. The executives toured group by group to see how we all aligned ourselves to the strategies. Now, most times when someone gives a project review to executives, we include how the project is aligned.
I woudn't say we're 100% since transformation takes time, but there is certainly a concerted effort to get there.
We've spent quite a bit of work on this recently. A new enterprise level strategy was rolled out. That was decomposed through the business units down to the team levels to show how our work aligns with strategy, and each team has documented where we ourselves fit in with the work we do. The executives toured group by group to see how we all aligned ourselves to the strategies. Now, most times when someone gives a project review to executives, we include how the project is aligned.
I woudn't say we're 100% since transformation takes time, but there is certainly a concerted effort to get there.
Awesome. Thank you! Saving Changes...
Sergio Luis ConteHelping to create solutions for everyone| Worldwide based OrganizationsBuenos Aires, Argentina
With all my due respect please let me say that your statement is wrong or has no consistence. Not be upset with me and take into account that english is not my first language. I will explain. First of all, an organization is an open (interacts with the environment) and adaptable (changes when the environment changes) system. Interactions demands to answer to environmental stimuli. Strategy is the way that organizations answer to environmental stimuli. When organizations interact with the environment business needs appears due to those needs are created by to put in place the right strategy into action to answer to the stimuli. The way to put strategy into action is to start a project. So, by definition, is impossible to have a project that was not aligned to strategy. There is a close relation between strategy, needs and projects. As you know, "impossible is nothing" and because of that new roles like business analyst or BRM are created to address those type of things.
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1 reply by Liliya Sablukova, MBA, PMP, CGFO
Feb 23, 2019 7:55 AM
Liliya Sablukova, MBA, PMP, CGFO
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Thank you.
Saving Changes...
Thomas WalentaGlobal Project Economy ExpertHackenheim, Germany
In my experience with companies: the answer to your question is clearly no.
Many do not have a viable communicated strategy, so delivery and planning are not linked. 80% of strategic projects fail and selection is not done based on strategic goals.
Many do not even know how many projects they run.
The competitive mindset on the C-level leads to hiding projects, flawed business cases and pet-projects.
Sometimes projects are labeled X and creating Y.
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1 reply by Liliya Sablukova, MBA, PMP, CGFO
Feb 26, 2019 4:15 PM
Liliya Sablukova, MBA, PMP, CGFO
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Thank you.
Saving Changes...
Shilpi GuptaSenior Operations/Project ManagerGurgaon, Haryana, India
Our PMO requires all the projects to be aligned with strategic vision of the organisation. Quite honestly, where ever a project was not linked, either it moved at a slow pace or ultimately cancelled at some point during the journey. We have struggled to define OKR's in some cases and a lot of focus has shifted towards making sure that charter is detailed and up to date.
Our PMO requires all the projects to be aligned with strategic vision of the organisation. Quite honestly, where ever a project was not linked, either it moved at a slow pace or ultimately cancelled at some point during the journey. We have struggled to define OKR's in some cases and a lot of focus has shifted towards making sure that charter is detailed and up to date.
