This document discusses project portfolio management and its relationship to strategic planning. It provides inputs that influence when the project process begins, such as strategic planning, organizational mission, resources, and customers. Models for assessing strategy are presented, including Michael Porter's "5 Forces" analysis of competition and Robert Kaplan and David Norton's "Balanced Scorecard" for linking strategic objectives to performance measurements. The summary highlights strategic management as determining long-term objectives, anticipating future trends, and projecting new products/services to respond to change and guide resource allocation.

1. Project Management
2. Portfolio Management

2. Project selection and portfolio management

3. Project selection and portfolio management

4. Project selection and portfolio management
What are the inputs
that cause the
project process to
begin?
What are the inputs
that cause the
project process to
begin?

5. Strategic
Planning

6. Strategic Planning
1.What is strategy?
2.How do projects relate to
strategy?

7. Strategy 2Strategy 2Strategy 1Strategy 1 Strategy 3Strategy 3 Strategy 4Strategy 4
Organisation MissionOrganisation Mission
MoneyMoney
CustomersCustomers
Efficiency and EffectivenessEfficiency and Effectiveness
AdaptabilityAdaptability

8. 5 Forces analysis
Supplier
power
Supplier
power
Customer
power
Customer
power
Threat of
New Entrants
Threat of
New Entrants
SubstitutesSubstitutes
Intensity ofIntensity of
competitioncompetition
Michael Porter’s ‘5 Forces’ – 1980’s

9. business model template
VALUE
PROPOSITION
COST
STRUCTURE
CUSTOMER
RELATIONSHIP
TARGET
CUSTOMER
DISTRIBUTION
CHANNEL
VALUE
CONFIGURATION
CORE
CAPABILITIES
PARTNER
NETWORK
REVENUE
STREAMS
INFRASTRUCTURE CUSTOMEROFFER
FINANCE

10. Process
efficiency
Process
efficiency ScorecardScorecard Customer
satisfaction
Customer
satisfaction
FinancialFinancial
Learning and
innovation
Learning and
innovation
Balanced Scorecard
Kaplan & Norton (1994?) HBR

11. Kaplan & Norton (1998?) HBR
http://www.visual-literacy.org/periodic_table/pix/strategy-bsc-map.png
Strategy Map

12. Strategy 2Strategy 2Strategy 1Strategy 1 Strategy 3Strategy 3 Strategy 4Strategy 4
Organisation MissionOrganisation Mission
MoneyMoney
CustomersCustomers
Efficiency and EffectivenessEfficiency and Effectiveness
AdaptabilityAdaptability

13. • Strategic Management Overview
– Involves determining long-term objectives,
predicting future trends, and projecting the need for
new products and services
– Provides the theme and focus of the future direction
for the firm
• respond to change
• allocating scarce resources
– Requires strong links among mission, goals,
objectives, strategy, and implementation