Free Webinar: The Art of Converting Strategy into Projects

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Projects are a means to executing and achieving strategy. But why do projects that are often rooted in strategy fail to achieve their strategic goal? Learn how the discipline of enterprise architecture can create a connection between the strategy and execution of projects. In this session you will learn real examples of:

- the connection between strategy and execution

- how to convert strategies and business vision into a set of business capabilities

- key skills needed to make this connection

- get real examples of how enterprise architecture is used in leading companies

Industry experts Munir Bhimani SCPM, of Microsoft and Gustav Toppenberg of Cisco discuss how progressive organizations are leveraging enterprise architecture concepts to identify business capabilities and realign projects to achieve business strategies.

Watch this webinar on YouTube: http://youtu.be/zpb3htHPB7o.

Presented By:

The Stanford Center for Professional Development in association with the Stanford Advanced Project Management certificate program.
http://apm.stanford.edu/

Published in: Education, Business, Technology
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Free Webinar: The Art of Converting Strategy into Projects

  1. 1. Stanford | Center for Professional Development The Art of Converting Strategy into Projects STANFORD ADVANCED PROJECT MANAGEMENT CERTIFICATE PROGRAM
  2. 2. Stanford | Center for Professional Development Meet Today’s Speakers MUNIR BHIMANI EXECUTIVE-LEVEL CONSULTANT, ENTERPRISE BUSINESS ARCHITECT, PROJECT MANAGER, AND IPS LEARNING INSTRUCTOR PMP, SCPM, CSM GUSTAV TOPPENBERG SENIOR MANAGER, CISCO PMP, PMI-ACP, ITIL SCRUMMASTER PHD.C CARISSA LITTLE DIRECTOR, STANFORD CENTER FOR PROFESSIONAL DEVELOPMENT TIM WASSERMAN CHIEF LEARNING OFFICER, IPS LEARNING PROGRAM DIRECTOR STANFORD ADVANCED PROJECT MANAGEMENT (SAPM) CERTIFICATE PROGRAM
  3. 3. Stanford | Center for Professional Development The Art of Converting Strategy into Projects Today’s Agenda: 1) Enterprise Architecture 2) Learning More 3) Q&A
  4. 4. Stanford | Center for Professional Development The Art of Converting Strategy into Projects “A poor strategy choice is the source of 46% of business failures. Even more common is a failure to translate strategy into the right projects.” - Enterprise Architecture Executive Council Survey 2009 Munir
  5. 5. Stanford | Center for Professional Development The Art of Converting Strategy into Projects Questions for project & programs managers: When reviewing your strategy and project portfolio, do you wonder if: - the strategy is well defined, measureable, and understood by those who will execute it? - you are investing in the right projects to enhance the business capabilities required to realize your strategy? - there is clear and measureable alignment between the projects and strategy? Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. Gustav
  6. 6. Stanford | Center for Professional Development The Art of Converting Strategy into Projects 1. Defining Enterprise Architecture – Connecting strategy & execution 2. Connecting EA to Stanford’s Strategic Execution Framework (SEF) 3. Converting strategies and business vision into a set of business capabilities 4. What key skills are needed by a project or program manager in making this connection 5. Companies that leverage Enterprise Architecture Munir
  7. 7. Stanford | Center for Professional Development Defining Enterprise Architecture Connecting strategy & execution Gustav Enterprise architecture (EA) is a discipline for proactively and holistically leading enterprise responses to disruptive forces by identifying and analyzing the execution of change toward desired business vision and outcomes. Source: http://www.gartner.com/it-glossary/enterprise-architecture-ea/ EA delivers value by presenting business and IT leaders with signature-ready recommendations for adjusting policies and projects to achieve target business outcomes that capitalize on relevant business disruptions. EA is used to steer decision making toward the evolution of the future state architecture. This is not what I meant by ‘Enterprise Architecture’
  8. 8. Stanford | Center for Professional Development THE ROLE AND IMPORTANCE OF ARCHITECTURE Winchester Mystery House - Is a house of continuous building with no master – no vision - It was built one room at a time - It has doors & staircases that lead to no-where - It has lots of waste and unusable space Large Skyscrapers - It was built with a vision in mind and with purpose - It is a single building, not part of original city architecture, but it fits in - It serves a functional purpose Defining EnterpriseArchitecture - borrowing concepts from another type of architecture Gustav
  9. 9. Stanford | Center for Professional Development Defining Enterprise Architecture Connecting strategy & execution Gustav Strategy Innovation Projects / Programs Services / Operations Enterprise Architecture
  10. 10. Stanford | Center for Professional Development Connecting EA to the Strategic Execution Framework (SEF) Munir Enterprise Architecture Business Capabilities
  11. 11. Stanford | Center for Professional Development Converting strategies into projects Step 1 – Define the Strategy Value Metrics (Financial & Customer) Performance Metrics (Efficiency & Effectiveness) Munir
  12. 12. Stanford | Center for Professional Development Converting strategies into projects Step 2 – Analyze the Business Capabilities Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Strong Capability Weak Capability Highly Deficient Capability Missing Capability People Technology Information Process Manage Ground Operations Munir
  13. 13. Stanford | Center for Professional Development Converting strategies into projects Step 3 – Develop the portfolio of programs and projects Munir Value Metrics (Financial & Customer) Business Goals & Strategy Enterprise Business Capability Hierarchy Model (Heat map) Process, People, Information & Technology Criteria Financial Customer Process, Technology, Information Organization & People Total Score Priority Weights 9 5 5 3 Projects P1 3 4 5 2 78 3 P2 5 3 5 2 91 1 P3 4 3 1 1 59 4 P4 1 1 2 5 39 10 P5 1 3 1 1 32 11 P6 1 3 3 4 51 6 P7 3 2 1 3 51 6 P8 5 4 3 1 83 2 P9 2 2 5 2 59 4 P10 2 3 2 2 49 9 P11 1 3 4 2 50 8 5 = >$10M 5 = Increase Sat 5 = Increase Aircraft Utilization 5 = Increase HR Efficiency 3 = $5M to $10M 3 = No Change 3 = No Change 3 = No Change 1 = <$5M 1 = Decrease Sat 1 = Decrease Aircraft Utilization1 = Decrease HR Efficiency Scoring Anchors Portfolio of Projects/Programs Performance Metrics (Efficiency & Effectiveness) Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Manage Ground Operations
  14. 14. Stanford | Center for Professional Development Strategies(Goals) Process,Technology,Information Organization & People Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1 2013 2014 2015 2016 Standardize Flight Ops to Boeing 737 Aircraft Achieve 30 Minute Turn-Around Time Target Standardize Maintenance Facilities Standardize AircraftLoading & Unloading Standardize Training Revamp Ground Crew Scheduling Revamp Fueling Procedures Revamp Loading/Unloading Process Portfolio Road Map Outputs of EA Munir Value Metrics (Financial & Customer) Business Goals & Strategy Performance Metrics (Efficiency & Effectiveness) Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications AdministerPayroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Organize the Business Manage Financials Manage Marketing & Sales Manage Flight Operations Manage Human Resources Manage Strategy & Planning Manage Fiscal Planning Manage Offers & Promotions Manage Aircraft Maintenance Manage Talent Acquisition Manage Shareholders Manage Costs Manage Social Marketing Manage Ground Operations Manage Leadership Development Manage Communications Administer Payroll Manage Online Commerce Manage Baggage & Cargo Manage Performance Manage Regulatory Compliance Manage Procurement Manage Customer Relationships Manage Crew Scheduling Manage Benefits Manage Ground Operations Enterprise Business Capability Hierarchy Model (Heat map) Process, People, Information & Technology Roadmaps FY14 FY15 FY16 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1 Capabilities Roadmap Capabilities Budget US$ M Organize the Business Manage Regulatory Compliance 10 Manage M&A Integration ? Manage Financials Manage Fiscal Planning 2 Manage Costs 2 Manage Marketing & Sales Manage Social Marketing 14 Manage Online Commerce 7 Manage Flight Operations Manage Ground Operations 18 Manage Crew Scheduling 6 Manage Customer Relationships 4 Manage Human Resources Manage Talent Acquisition ? Manage Leadership Development 5 UnfundedFully Funded Partially Funded Legend Reference Architectures Strategies(Goals) StakeholderValueCustomer Process,Technology, Information Organization & People Q3 Q4 Q4Q3Q2Q1 Q4Q3Q2Q1 Q4Q3Q2Q1 2013 2014 2015 2016 Increase Average Passengers/Flight to 70% Increase Average Passengers/Flight to 90% Decrease Aging Fleet by 50% – Retire Gen 1 Aircraft Introduce NextGen Aircraft to Fleet Achieve #3 in Best Customer Service (JD Powers) Achieve #1in Best Customer Service (JD Powers) Maintain #1 in Best Customer Service (JD Powers) Achieve 80% Flights on Time Achieve 90% Flights on Time Standardize Flight Ops to Boeing 737 Aircraft Transition to 100% Direct Sales Model (Eliminate Partnerships) Achieve 30 Minute Turn-Around Time Target Train Pilots & Crew in NextGen Aircraft Ops Train Ground Crews in NextGen Aircraft Ops Revamp Calibration, Recognition,and Rewards Structures
  15. 15. Stanford | Center for Professional Development Skills Required by the Program/Project Manager to Connect EA to Strategy Gustav Some useful skills to have in working with Enterprise Architects: • Ability to read and translate architecture artifacts into project plan details • Appreciation for Systems Thinking • Understand Business, Operating and Systems models (capabilities) • Strategic Planning • Business Process Design & Management
  16. 16. Stanford | Center for Professional Development Companies that leverage Enterprise Architecture Yours…? Gustav
  17. 17. Stanford | Center for Professional Development The Art of Converting Strategy into Projects Today’s Agenda: 1) Enterprise Architecture 2) Learning More 3) Q&A
  18. 18. Stanford | Center for Professional Development Delivers lifelong education to increase productivity, support career growth and strengthen corporate competitiveness. Professional Education Graduate Programs Stanford Center For Professional Development
  19. 19. Stanford | Center for Professional Development Stanford University and IPS Learning have created education programs focused on improving strategic execution • Directed by Professor Ray Levitt, Civil and Environmental Engineering • Developed in partnership between SCPD and IPS Learning • Meets the career-long education needs of professionals, managers and executives Stanford Advanced Project Management (SAPM) Program
  20. 20. Stanford | Center for Professional Development Elective Courses (select 3): Required Courses: • Converting Strategy into Action • Executing Complex Programs • Leadership for Strategic execution • Bridging Discipline and Agility • Designing the Organization for Execution • Financial Mastery of Projects • Leading Change from the Middle • Leading Effective Teams • Leveraging the Customer Relationship • Mastering the Project Portfolio • Managing Global Initiatives • Managing Without Authority • Project Innovation through Design Thinking • Project Risk Management • The Strategic PMO: Projects to Enterprise
  21. 21. Stanford | Center for Professional Development Courses are available at Stanford, online, and at work. At Stanford Come to Stanford to engage with faculty and network with professionals from around the world. Online Self-paced, online courses may be accessed anytime, anywhere. At Work Courses can be offered at your workplace for your entire team and customized to your company. For more information: Sam Peters, Client & Learning Services Manager Toll Free +1.866.802.1152 Outside the US +1.650.725.3016 scpd-apm@stanford.edu
  22. 22. Stanford | Center for Professional Development Thank you! STANFORD ADVANCED PROJECT MANAGEMENT CERTIFICATE PROGRAM

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