You are previewing Translating Corporate Strategy into Project Strategy: Realizing Corporate Strategy Through Project Management.
O'Reilly logo
Translating Corporate Strategy into Project Strategy: Realizing Corporate Strategy Through Project Management

Book Description

Considered the new silver bullet in guiding corporate strategy, Translating Corporate Strategy into Project Strategy, examines how project management tools and principles can be used to effectively advance business strategy. Through case studies from a variety of industries, the authors demonstrate how successful organizations move beyond mission statements and five-year plans to create the processes that are necessary to carry out time-oriented goals and projects. In addition to examining these successes, the authors also identify effective strategy implementation processes, define the relevant terms using the standards of PMIs PMBOK® Guide, outline staff roles and responsibilities, and offer several different models of personnel structure and capabilities that reflect project management principles and methods. Offering a compelling look into yet another way the project management profession is impacting business results, this book is an indispensable tool for business leaders at all levels.

Table of Contents

  1. Copyright
  2. Executive Summary
  3. Introduction
  4. Moving Strategy From Corporate to Projects—What the Literature Has to Say
    1. Developing Corporate Strategy
    2. Positioning Project Management Within a Business Management Context
    3. Creating Corporate and Business Strategies
    4. Hierarchy of Objectives and Strategies
    5. Hierarchy of Strategy Plans
    6. Moving Business Strategy Through Portfolios, Programs, and Projects
    7. Portfolios
    8. Programs
    9. Projects
    10. Translating Business Strategy in Projects
    11. Creating Project Strategy in Projects
    12. A Structured Approach to Creating and Moving Strategy Within Projects
    13. Competencies, Roles, Responsibilities, and Accountabilities for Moving Strategy
  5. Case Study: How a Global Aerospace Company Moves Strategy into Projects
    1. Introduction
    2. Business Management, Integrated Program Management, and Project Management
    3. Creating and Translating Corporate and Business Strategy into Project Strategy
    4. Business Strategy
    5. Structured Approach to Project Strategy Management
    6. Competencies, Roles, Responsibilities, and Accountabilities for Moving Strategy
    7. Conclusions
  6. Case Study: How a Business Group in a Global Financial Services Company Moves Strategy into Projects
    1. Moving Corporate Strategy and Business Strategy
    2. Define Operational Vision: Moving Business Strategy to Project Strategy
    3. Plan solution: Moving business strategy into programs and projects
    4. Mobilize Program: Moving Strategy Within Programs and Projects
    5. Close Out Program
    6. Roles, Responsibilities, Accountabilities, and Competencies for Moving Strategy
    7. Conclusions
  7. Case Study: How a Division of a Global Pharmaceutical Company Moves Strategy into Projects
    1. Business Management and Corporate Strategy
    2. Governance and Strategy Decisions
    3. Portfolios and Programs
    4. Portfolio Management Process
    5. Portfolio Management Roles and Responsibilities
    6. Projects
    7. Developing and Managing Project Strategy
    8. Strategy Documents
    9. Detailed Plans Supporting the Strategy Documents
    10. Roles and Responsibilities for Developing and Managing Project Strategy
    11. Value Management and Project Strategy
    12. Conclusions
  8. Case Study: How an International Transportation Company Moves Strategy into Projects
    1. Corporate, Business Unit and Project Environments
    2. Business Model
    3. Moving Strategy Through Portfolios, Programs, and Projects
    4. Roles, Responsibilities, and Competencies for Moving Strategy
    5. Conclusions
  9. Overall Conclusions From the Case Studies
    1. Business Models
  10. Survey and Findings: How Organizations Move Strategy From Corporate to Projects
  11. Summary of the Cross-Analysis of the Survey and Case Study Findings
    1. Business Management and Strategy
    2. Portfolio Management and Program Management
    3. Project Management and Project Strategy
    4. Value Management
    5. Project Management Competencies
  12. Conclusions
    1. Business Models and Creating Corporate and Business Strategies
    2. Moving Corporate Strategy through Portfolios, Programs, and Projects
    3. Competencies, Roles, Responsibilities, and Accountabilities for Moving Strategy Forward
  13. References and Further Reading
  14. About the Authors