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7/29/2019 Project Management_Close the Gap Between Project and Strategy
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Close the Gap BetweenProject and Strategy
Group-7
Atul Sharma 05/PGP/75
Arnab Guha Mallik - 05/PGP/74
Rudra Radhakrishnan - 05/PGP/173
Ankur Dey Tarafder - 05/PGP/204
Project Management
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Most companies are going for project based approach andemphasis on teams
Complexity and diversity of projects
Duplication of work across projects
Lack of adaptability to external business changes
Lack of closure of projects, inefficiencies, and dying out ofenthusiasm in employees
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Hardships in Project-Portfolio management
Strategy designed by top level managers, projects handledby mid managers
Lack of clarity of a companys strategy, only 15% aware ofcompanies strategy
Too few criteria used for qualifying projects. Eg ROI
Project Portfolio Management : Stress Areas
ROI, NPV Break-
even time
Investment
Worthiness
Key strategyproj funded
Alignmentwith Business
Strategy Assumption forsuccessfulexecution
Risks :
Execution
Postimplementation benefitsrealization
Risks : ProjectBenefits
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Viewing Projects through a strategylens
Look at theproject
portfolio
Decidewhether theproject is
going thedesireddirection
Decide how to
change theportfolio inorder to putthe firm backon track
IF NO
ExampleTo improve the operating processes, GIBSONfound out all process improvement plansunderway 400 No sense of ownership Lack of project planning expertise
Step 1 400 initiatives into 8 broad categories
Step 2
Rated each project in terms of
Enhancement of service delivery Reducing cost Increasing top line revenues
Step 3 On the basis of ratings decided which project to
revitalize or reject
Step 4A process team was assigned to manage each
project category
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Anteon Corporation- Defense contractor based in Fairfax, VA
Project Portfolio Management Software made by Metier
Helps model actualperformance data toforecast projectperformance
Helps program mangersto anticipate non lineareffects of change
Helps plan forvariability
Build a Project Portfolio Brain
New technologies, project steering committees and program managers anddisciplined communication at multiple levels can help in spotting inefficiencies,
duplicate efforts
Project Portfolio Modeling Software
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Members of executive
committee
Managers from various
strategic businessunits
Corporate level
CFO
CIOTeresaChaos
Twobusiness
centerCFOs
ITDirector
EMPLOYBRIDGE- Atlanta based staffing firm
Portfolio Management : Best when the members of project
steering boards review and approve of projects
Members discuss andprioritize on the basis ofbusiness needs
Identify Common Threads-across different projects andlump
Multiple LevelCommunicationMonthly phone calls with area VPsto discuss strategy
Weekly phone calls with CFOreports to get updates about aproject
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What-If Analysis Chunking
Evaluate options
Unsure whichoption to
implement
Develop prototypesfor each option
Take feedback from
market; finaloption selection
Eg Ellipsus Systems
Division of project intosmall chunks of
independent sub-projects
Minimal dependencies and
cancellation of chunks stillmoves project forward
Easy approval from topmanagement, reassess
priorities, constantlearning
Eg Carlson Hospitality
Worldwide
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Project Portfolio Managers
Subprogram manager for each project Steering committee with weekly meetings
Challenge : Projectsacross Multiple functions
Virtual teams made with members fromeach country
Weekly meeting of virtual project
management teams
Challenge: Located indifferent countries ( US,Canada and Germany)
Executives and project managers flew toGermany for face to face meetings
Challenge: Culturaldifferences between
companies
Thorough documentation and circulationof each decision
Project plan boiled down to one pagememo to use in monthly meetings
Challenge:
Communication
M
atrix
environment
Team members withmultiplecommitments
Regular shift of team
compositionComplex, crossfunctional groups P
rojec
tportfolio
manager
One strategic goaldependent on multipleprojects
Hold the position for anyear or so
Look beyond results toexamine the process
Crystal Decision- SAP partnership
Success in JointVenture through a
consolidated viewof project andrelationship withSAP.
PMI Research Conferencein Montreal suggests thatthe ideal portfoliohas 75 percent mission-,
vision- and strategy-directed projects; about 20percent business unitimprovement projects(still aligned with themission and vision); andabout five percent projectsto fixproblems.
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Evaluation of ISRO
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An inter-ministerial Working Group constituted by the National level S&T steering Committee
Satellite Communications & NavigationIncrease INSAT system capacityGAGAN (GPS And GEO Augmented Navigation)Indian Regional Navigational Satellite System
I n d i a n S p a c e R e s e a r c h O r g a n i z a t i o n
Strategic Intent- Overall Thrust of the 11th Plan
Sustain and strengthen the already established space based services towards socio-economic development of thecountry.
Project-Portfolio Brain
Project Portfolio
Launch Vehicle DevelopmentDevelopment of GSLV Mk-IIICapability improvement (PSLV,GSLV)
Reusable Launch Vehicle - space recovery technologies & air breathing propulsion
Earth Observation SystemsMicrowave remote sensing satellite RISAT-1 - Applications in Agriculture and Disaster Management
Space Science Programme
Manned Missions/Human Space Flight Programme
Disaster Management SupportNational Data Base for Emergency ManagementSatellite based communication support for Disaster Management
Strengthening of early warning systems
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THANKS