“Strategies are intellectually simple; their execution is not.”
Larry Bossidy       

 

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About StratProM - Strategic Project Management

Introduction of StratProM - Strategic Project Management

Operations and projects differ primarily in that operations are ongoing and repetitive, while projects are temporary and unique. The Project Management Institute (PMI) defined project and project management as follows:   

A project is a temporary endeavor undertaken to create a unique product or service (lasting result). Temporary means that every project has definite beginning and definite end.”

“Project Management is application of knowledge, skills, tools, and techniques to project activities in order to meet or exceed stakeholder needs and expectations from a project.”

IT work, with the exception of on-going production support, lends itself clearly to project work.  It usually requires co-ordination of several people across multiple organizational units, follows established processes, and it is highly complex with several interdependencies.  CIOs have embraced project management as an important capability for their organizations.

Project work is also performed within business departments.  Some projects may be simple and routine, others complex and unique.  Many of them are an integral part of the business strategy.

A significant component of the work that constitutes business strategy execution is business and IT project work.

What is StratProM

StratProM is a management framework and tool for: 1) orchestration of strategy execution, and 2) execution of strategy elements:  

  • It facilitates a process of ensuring that the right elements of strategy are being pursued, based on business priorities and organizational constraints, that changes to strategy are timely reflected in the strategy execution, and that all elements being executed have the right level of resources, support, and oversight.
  • It facilitates planning and subsequent management of the “how” of elements of the strategy execution.

It is also a management philosophy and must be understood and embraced, sponsored and supported by the CEO and the Executive Team in order to deliver full benefits.  If these factors exist, then StratProM will be adopted properly and become an effective strategy-execution management tool, driving bottom line results and shareholder value.  Introducing StratProM on a lower level of the organization will benefit the business unit that introduced it but will not allow it to reach its enterprise strategic level potential.

StratProM Highlights

StratProM is about “how” to do it, not about “what” to do.  It is a response to the increasing complexities of the business environment and accelerating change: 

  • On a strategy level, it focuses on a systemic, efficient mix of the elements constituting strategy execution at any point of time, and predictability of outcomes of the elements being executed.  It is designed to identify and facilitate resolution of imbalances between priorities and interdependence of work and resource deployment. It facilitates timely change of the strategy execution when change is required.
  • On an element level it is designed to facilitate the planning of “how” to do the work, and then managing the work to achieve desired outcomes.
  • StratProM improves work through-put and work results. 

 

StratProM is based on the Project Management knowledge domain and consists of selected components that facilitate and manage strategy execution.  It is a Top-Down approach, with focus on bottom line results.  It can be quickly embedded in the organizational fabric. StratProM is flexible and integrates with current practices of business-strategy execution management, and leverages existing project management capabilities and infrastructure of the organization.  If a Project Management Office (PMO) exists, it leverages it, but it does not call for it.  The StratProM implementation consists of an adoption of elements enhancing: 1) the contextual framework for the business strategy execution and executive decision-making, and 2) the effectiveness of  work structuring and work flow of strategy elements.  Since it is focused on achieving bottom-line results, it adopts those Project Management aspects that provide the greatest leverage to achieve the mission. 

StratProM is designed to help executives achieve results by sharpening organizational consistency-of-focus on key priorities, as well as enhancing the planning of “how to do the work,” and then managing the work being done.  It supports the entire organization by guiding the achievement of work results more effectively within a single organizational boundary – and across organizational boundaries, be they internal or external.  It supports IT in delivering work with business area cross-dependencies, and business areas with IT cross-dependencies. StratProM confronts over-commitments and conflicting work priorities within organizational constraints, and facilitates development of alternatives and decision-making.         
This is achieved through synchronization of: work, resources, quality, efficiency, and oversight and support achieved through the five elements ofStratProM:  
Element #1: Doing the right work
Element #2: Allocating the right resources
Element #3: Committing to the right quality
Element #4: Structuring work-projects right
Element #5: Ensuring the right support and oversight.

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