The document discusses strategic project management, emphasizing its alignment with enterprise objectives and the importance of stakeholder involvement. Successful strategy implementation is defined by timely completion, planned performance, and organizational acceptance, requiring clear communication and effective tools like SWOT analysis and project charters. The conclusion highlights the need for focused planning and adaptability to avoid project failure, with insights from prominent strategy thinkers.

2. INTRODUCTION
Strategy means new direction: programs and projects are changing
existing or introducing something new
Strategy will always affect to how things are done, that’s why strategic
project management should be always linked to enterprise objectives
Booz Allen study concluded that 73% of managers believe that the difficulty
of implementing strategy is in formulating it
According to Lippit, Watson, and Westley (1958) target for any strategy is to
change organization to act more favorable way

3. INTRODUCTION
Success in strategy defined by Miller (1997) includes three parts
1. Completion of everything is done in expected period of time
2. Planned performance is achieved and
3. Organization has accepted a way to implement and expected outcomes
If you put these into three principles of project management: scope relates
to acceptance, completion to time/schedule and achievement to budget
All projects need to be strategic, but the execution includes people and
culture, methodology like tools and rules which are followed

4. START
Learn your enterprise strategic objectives
Define program and project targets
Align them into Enterprise Strategic Objectives
Setup KPIs which will be followed
Think about how KPIs, strategy and all related will be communicated inside
program and project and also to stakeholders and enterprise board of
director level

5. START: TOOLS
SWOT analysis
Strengths, Weaknesses, Opportunities, Threats matrix
Balanced scorecard
Internal, Financial, Customer, Learning and growth perspectives
Design thinking
Empathize, Define, Ideate, Prototype, Test phases

6. BUILD
Create materials and documents which will link all together
1. Planning documents
2. Status reporting
3. Communication items
After this is done, make simplified documentation how each new team
member will be trained and communicated to all content
Organize work shops or meetings if they are needed to have all relevant
people involved in strategy building process

7. BUILD: TOOLS
Project charter and plan
You can also simplify by recognizing work packages and tasks only
Different templates, for example trackers of issues/tasks
You must know current readiness
Linear Responsibility Chart
It will be used to recognize people, roles and communication needs and tasks

8. IMPLEMENT
The most important is to get all people known for strategy and objectives
Next thing is to have stakeholders and sponsors really interested in your
program and project matters
If you want to implement successfully you need a plan and follow ups,
someone who is responsible of communication (real examples)
Strategies often failed because they didn’t collect feedback from people
who are affected (don’t forget people)

9. IMPLEMENT: TOOLS
Kick off meeting to collect all involved people
Getting into same page when you start to put strategy into action
Maslow’s hierarchy of needs
To understand different levels, different targets of people
AIDA communication method
Attention, Interest, Desire, Action
Feedback
Negative and positive is important (weak signals)

10. MEASURE
What kind of KPIs are good
What kind of KPIs keep strategy in correct direction
How we can avoid wrong doing, working against objectives
Make KPIs clear, understandable and if any possibility to compare to other
programs and projects and also in enterprise level (benchmark)
Ask board of directors to be involved for setting right KPIs

11. OTHER
Strategy process is a learning process
No strategy can be successful without right people in your team and right
directions to be understood
Project portfolio management is good way to have linkages between all
programs and projects to enterprise strategy process
Known methods like earned value management is one way to start, it’s
clearly measurable but it may also give wrong information to board of
directors

12. CONCLUSION
“The essence of strategy is choosing what not to do” Michael Porter
 Recognize importance in planning of project scope
“You cannot be everything to everyone. If you decide to go north, you
cannot go south at the same time” Jeroen De Flander
 Your project has schedule, everything can’t be done
“You have to be fast on your feet and adaptive or else a strategy is useless”
Charles de Gaulle
 Time is money, be fast or you will spend budget without
results
Michael Porter, strategy professor
Jeroen De Flander, influential strategy thinker
Charles de Gaulle, French army officer against Nazis