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Project Manager : Project Manager Dec Jan 2014
30 Project Manager •CAREER CENTRE STRATEGIC INTEGRITY quantitative information through complex structures within uid and turbulent environments. PMBOK is not new to organisations; however, the potential to achieve strategic integrity has gone largely unrealised because most senior managers and strategic planners only see project management as a tool for strategy execution. When a broader view of project management is adopted, it becomes apparent that these 10 disciplines can be easily classi ed into the two subsets required to achieve strategic integrity. Applying the framework is dual outline is broad enough to be used in most organisations, thereby achieving a commonality across sectors, while being e xible enough to be tailored to any organisation's strategic needs. Outlined below are e x amples of the questions that the framework could prompt in order to enhance strategic integrity in any organisation. Developing strategic cohesion Scope • Is the organisation’s strategy clearly and concisely de ned? • Have the strategic planners understood the extent of their strategic decisions? • Do the strategic planners know what the implementation of the strategy will look like in organisational ter ms, or do they only have a fuzzy idea of what the outcome will be? Is this su cient for the needs of the greater orga nisation? Communication • What methods will be used to communicate the strategy throughout the organisation? • Have the strategic implications been considered at di erent levels of the organisation? • Can strategic intent be broken down into smaller elements to provide more context for implementation decisions that will be faced by middle and front- line managers? • Has a 360° communication system been implemented to provide feedback on environmental changes or er rant assumptions that might impact the original strategic intent? • Should strategic ‘gateway’ reviews be established to monitor the progress of the implementation? Strategic integrity requires a clear understanding of the strategic intent (cohesion) and the means for ensuring that this intent is maintained in a fluid organisational environment (control). When considerations of project management are examined in a broader context than strategy execution, the 10 PM disciplines fit neatly under the two subsets. COHESION Scope Communication Stakeholder Management CONTROL Integration Time Cost Quality Human Resources Risk Procurement • Are there specifc ‘go/no go’ criteria which must be achieved throughout the implementation process? • Should these be considered at regular board meetings? Stakeholder engagement • Have senior managers and planners engaged with middle managers/ line managers to identify potential opportunities/threats that the proposed strategy might encounter during the implementation process? • Have the assumptions made in for mulating the strategy been tested by those closer to the front lines? • Have ideas from middle managers and line managers been sought in preparing the strategy? Should they? Create a strategic control system Integration • Is the strategy a new direction for the organisation, or is it complementary to e xisting strategic directions? • Should those who are implementing the strategy be focusing on the new strategy to a greater or lesser degree than the existing strategy? Time • What are the timelines for implementing the strategy as a whole, and each sub-element of it? • At what point in time are the gateway review requirements to be met? Cost • Has a budget been allocated to the whole strategy? • Has a budget been allocated to the particular sub-element that the middle manager/line manager is responsible for? • What fnancial hurdles need to be achieved at each ‘go/no go’ review? (
Project Manager Oct Nov 2013
Project Manager Feb Mar 2014