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Chapter 2 Strategy, Operations and Change. Navigating between destiny and reality. Chapter overview. An inspiring strategy Operational reality Credibility of change Justifying the project Project classifications Embedding governance Project maturity . An inspiring strategy.

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chapter 2 strategy operations and change

Chapter 2Strategy, Operations and Change

Navigating between destiny and reality

chapter overview
Chapter overview

An inspiring strategy

Operational reality

Credibility of change

Justifying the project

Project classifications

Embedding governance

Project maturity

an inspiring strategy
An inspiring strategy

strategic dialogue of the organisation

involve corporate management

identify and exploit differential strengths, weaknesses, opportunities and threats

future, value and results oriented

integrated organisation wide

provide coherence and momentum

qualitative in design

‘relative’ long-term focus

target action-oriented, measurable activities.

operational reality
Operational reality

Routine requests

Limited risk

Variable effort accepted

Prone to inertia and delays

Poorly defined

High delegation

Managed through standard operating procedures

Localised (functional) impact

credibility of change
Credibility of change

Establishing a sense of urgency

Creating a guiding coalition

Developing vision and strategy

Communicating the change vision

Empowering employees

Generating short-term wins

Consolidating gains

Anchoring new culture

justifying the project
Justifying the project

customer advantage

regulated compliance

operating necessity

enhanced capacity

cost efficiencies

investment return

political directive

interrelated projects

profitability growth

project classifications
Project classifications

Extent of planning

Risk exposure

Stakeholders involved

Schedule time

Allocated funds

Organisational impact

Contractual obligations

Quality standards

Methodology

Change controls

embedding governance
Embedding governance

accountability—the capacity to call people to account for their actions

transparency—visible and open processes

predictability—uniform compliance and enforcement within laws and regulations

participation—stakeholder input and reality checking.

project maturity
Project maturity

Common language

Common processes

Singular methodology

Integrated processes

Excellence

review questions
Review questions

Define strategic management and its relationship to project management.

What are the challenges in trying to balance operational work along with project work?

What are examples of possible justification criteria in selecting projects?

What role does governance play in project management?

Explain how project organisations can demonstrate maturity, why this is important, and the possible benefits accruing from the maturity model concept

group learning activities
Group learning activities

Debate the linkages between strategic management and project management

Discuss the challenges in introducing and managing change

Identify additional project justification criteria and how they might be measured

Debate the ‘onerous’ conditions governance places on project management

Learner’s to self-critique their project management maturity against Table 2.7

assessment options
Assessment options

Write an assignment differentiating between strategic management and project management

Develop a framework scaling workplace projects

Write a report on how project management maturity will be developed

Create a governance charter to direct and control future projects

Short answer questions

Multiple choice questions

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