STRATEGY OF AN ORGANISATION 8hours
The strategy of an organisation is a clear example of a set of formal, explicit and present drivers of projects, programmes and portfolios. The Strategy (Perspective 1) generally has clear goals and objectives and, more often than not, projects and programmes contribute to these goals and objectives, while project and programme portfolios are prioritised according to these goals and objectives.
The purpose of the Strategy competence element is to understand the strategy and its strategic processes, and thus enable a certain management perspective (project, programme or portfolio) to manage their programme within the contextual aspects.
- Align with organisational mission and vision
- Identify and exploit opportunities to influence organisational strategy
- Develop and ensure the ongoing validity of the business/ organisational justification
- Determine, assess and review critical success factors
- Determine, assess and review key performance indicators
- Gain more in-depth knowledge of the mission and the vision of the organization.
- Bring the goals and the benefits of your initiative in line with those.
- Ensure that this remains the case throughout the execution.
- Develop measurement tools to keep track of this.
- Ensure that initiatives deliver benefits.
- Study the way in which the organization develops strategy.
- Recognize the threats and opportunities for this strategy.
- Involve the team in stretching or reducing the strategic goals.
- Influence the decision forming process by submitting improvement suggestions.
- Understand the business and organizational justification.
- Ensure that this justification is recorded.
- Ensure that those responsible validate the justification.
- Translate the justification into a list of benefits.
- Set objectives that make achieving these benefits possible.
- Assess and validate these in their context.
For the management of programmes and portfolios you have to further add the following:
- Ensure that the benefits are achieved.
- Start new initiatives when these are needed.
- Stop initiatives when these are no longer needed.
- Determine the critical successful factors.
- Use both the formal and the informal factors.
- Involve team members to challenge the strategy.
- Use critical success factors to keep the initiative in line with the strategy.
- Use critical success factors to manage stakeholders.
- Use critical success factors to develop a motivational culture.
- Validate the critical success factors regularly.
- Deduce performance indicators.
- Use performance indicators at all levels.
- Use performance indicators to influence stakeholders.
- Use performance indicators for personal development.
- Use performance indicators for reward systems.
- Use performance indicators for achieving benefits.
President, Project Managers Development Association of Nigeria – PMDAN.
Managing Director for Construction “Nazarbayev University”
Our course based, on the ICB4, is organized in 29 topical modules divided into 150 sessions
The sequence of modules do not necessarily reflect the order of activities that a project, programme and portfolio manager undertakes when approaching the implementation of a new project, programme or portfolio.
Competence elements or Key Competence Indicators (KCIs) are implemented depending on the situation and challenges at hand. Tools and techniques are integrated as much as possible when leading discussions on the exercises and case studies.
Strategy An Organization (Perspective 1)
Introduction (5 mins)
Session 1 (Lessons on Key Competence Elements)
|C1. 1: Align with the organizational mission and vision (25 mins)|
|C1. 2: Identify and exploit opportunities to influence organizational strategy (13 mins)|
|C1. 3: Develop and ensure the ongoing validity of the business/orgnanizational justification (13 mins)|
|C1. 4: Determine, assess and review critical success factors (15 mins)|
|C1.5: Determine, assess and review key performance indicators|
Session 2 (Lectures on Concept)
|Unfreeze-Change-Freeze (25 mins)|
|Dealing with the opposition (22 mins)|
|Business Model Canvas|
Session 3 (Assignment in class)
|Case study presentations and discussion (10 mins each)|
|Student copy of lecture visuals (Lectures 1-4)|
|Case Study assignment|