Executing Project Management Strategies Beyond Project Delivery
At the executive level, management is all about strategy, market position, structures, approaches and key objectives. These provide guidance and a framework for operational decisions including what value the project management office (PMO) should be contributing.
This whitepaper will give you practical strategies for improving the alignment of the Project Management Office (PMO) with corporate objectives. That alignment is important to create an effective business strategy and accomplish those key objectives.
Alignment occurs when the processes, systems, people and strategy come together to create a high performance organization. These businesses are identifiable from the outside not by their processes or approaches – but by their results. They grow faster than the market when the market trend is positive, they defy the market trend and continue to grow in difficult trading conditions.
Topics included in this whitepaper:
- How an effective PMO helps drive alignment
- How to enable the PMO to align projects with corporate objectives
- How the PMO can add value
Beyond Project Delivery
Practical strategies for improving the alignment of Program Management Office with corporate objectives
At the executive level, management is all about strategy, market position, structures, approaches and key objectives. These provide guidance and a framework for operational decisions to be made within; the rules, game plan and targets that drive the way the company does business and reacts to events on the ground.
When we talk about alignment, we are talking about how the strategy and objectives set by the executive team gets translated into action on the ground. Generally this is done through initiatives, objectives and measures designed to change, reward and steer behavior towards an end result.
In between these two spheres of influence sits two key elements within the organization. Information Technology, whose systems enable the organization to do business; and the Program Management Office, which is there to manage, oversee and drive the change agenda.
If you ever wondered why the PMO often sits within or very close to IT, it is this shared position, at the heart of the organization, that drives that closeness.
As roles, they are some of the most demanding and complex within the organization. IT and the PMO own the translation from strategy to execution; and the alignment of two often very different views of what the business is, and visions of where it is going.
Alignment occurs when the processes, systems, people and strategy come together to create a high performance organization. These businesses are identifiable from the outside not by their processes or approaches – but by their results. They grow faster than the market when the market trend is positive, they defy the market trend and continue to grow in difficult trading conditions.
