PMcrunch

Project Management tends to come onto the scene after the strategic direction has been set.  Projects arise out of organizational strategy and reside on the implementation side of things.  Project Portfolio Management exists somewhere in between, at the connection between the strategy formulation and implementation of the actual projects.  the challenge is that there can be disconnects at the transitions among these phases.

Typically at the highest levels within an organization, there is much study and debate over strategy, and eventually the direction is set.  Included is hopefully an organized effort to share information from throughout the organization.  Out of that, a set of guiding principles and generalized initiatives is provided to a group that is responsible for project portfolio management, or PPM.  This is a matter of organizing a large set of projects into a portfolio, then developing a system of prioritization, with primary input from the strategy process.  Finally, the result, and input to the project management processes, is the list of final projects to be implemented.

If one were to look at this as a purest and reduce all of this down to what a single individual would do, it can help to see where some disconnects might result.  Let’s say that someone was deciding about building a playhouse for the back yard.  Presumably, this individual is not only party but also central to every decision that has been made about the play house - at the strategic, portfolio, and project management level.  It will not be difficult for this individual to carry through on project management level decisions with the perspective of the strategic and portfolio management levels.  It is all in one person’s head.

The bottom line is that we need to incorporate the following in the way we look at our projects:

1. Look outside of our roles and expand our thinking beyond our formally defined roles.  What would it be like if we wore many – maybe all - hats? 
2. Take ownership as an individual, and take time to think as if this project is ours to check for alignment with strategy, prioritize versus other projects, and execute skillfully  
3. We need to look at the project as if it is our own organization, and that all outcomes were dependent upon our decision.

Regardless of the role we play on projects, I believe we are more likely to achieve the following results:

1. There will be a growing atmosphere of responsibility, spawned by setting a good example or standard. 
2. There will be effective communication with stakeholders at all levels about possible “disconnects” between projects and the organization.  
3. Organizations are more likely to execute on good projects and enjoy the benefits or more strategically aligned, properly prioritized, and well-executed projects.