2. To understand the primary objectives of PM To understand the strategic management process and how projects are incorporated To understand and calculate project assessment tools What is a business strategy? Which factors influences a business strategy?

3. Copyright 2010 John Wiley & Sons, Inc.3 Are there specific events that induce a business to change its strategies? What are they?

4. A strategy is a coordinated set of actions to fulfill objectives, purposes and goals. Strategy starts with a mission. A business strategy is a plan articulating where a business seeks to go and how it expects to get there. There are several “strategies” worth examining. Figure 1.1 shows some example mission statements. Copyright 2010 John Wiley & Sons, Inc.4

5. 5 CompanyStatement IBM At IBM, we strive to lead in the creation, development and manufacture of the industry's most advanced information technologies, including computer systems, software, networking systems, storage devices and microelectronics. We translate these advanced technologies into value for our customers through our professional solutions and services businesses worldwide. Dell Dell's mission is to be the most successful computer company in the world at delivering the best customer experience in markets we serve. Apple Apple ignited the personal computer revolution in the 1970s with the Apple II and reinvented the personal computer in the 1980s with the Macintosh. Apple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings. Figure 1.2 – Mission statements of computer companies

6. Copyright 2010 John Wiley & Sons, Inc.6 Companies are out of alignment when their business strategy is not supported by their IS. The Information Systems Strategy Triangle is a simple framework for understanding the impact of IS on organizations and proper alignment. Successful firms have an overriding business strategy. This business strategy drives both Organizational and Information strategy. All decisions are driven by the firm’s business objectives.

7. Copyright 2010 John Wiley & Sons, Inc.7 Business Strategy drives all other strategies. Organizational and Information Strategy are then dependent upon the Business Strategy. Changes in any strategy requires changes in the others to maintain balance. IS Strategy is affected by the other strategies a firm uses. IS strategy always involves consequences.

8. Copyright 2010 John Wiley & Sons, Inc.8 The Information Systems Strategy Triangle

9. 2–9 Changes in the organization’s mission and strategy – Project managers must respond to changes with appropriate decisions about future projects and adjustments to current projects. – Project managers who understand their organization’s strategy can become effective advocates of projects aligned with the firm’s mission.

10. 2–10 Mistakes caused by not understanding the role of projects in accomplishing strategy: – Focusing on problems or solutions with low strategic priority. – Focusing on the immediate customer rather than the whole market place and value chain. – Overemphasizing technology that results in projects that pursue exotic technology that does not fit the strategy or customer need – Trying to solve customer issues with a product or service rather than focusing on the 20% with 80% of the value (Pareto’s Law). – Engaging in a never-ending search for perfection only the project team really cares about.

11. 2–11 Strategic Management – Requires every project to be clearly linked to strategy. – Provides theme and focus of firm’s future direction. Responding to changes in the external environment— environmental scanning Allocating scarce resources of the firm to improve its competitive position—internal responses to new programs – Requires strong links among mission, goals, objectives, strategy, and implementation.

12. Mission External environment Goals & objectives Portfolio of choices Strategy formulation Internal environment Strategy implementation

13. S Specific Measurable Attainable Relevant Time bound Lean Healthcare Conference MART

14. 2–14 The Implementation Gap – The lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy. Organization Politics – Project selection is based on the persuasiveness and power of people advocating the projects. Resource Conflicts and Multitasking – Multiproject environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects.

15. 2–15 Builds discipline into the project selection process. Links project selection to strategic metrics. Prioritizes project proposals across a common set of criteria, rather than on politics or emotion. Allocates resources to projects that align with strategic direction. Balances risk across all projects. Justifies killing projects that do not support strategy. Improves communication and supports agreement on project goals. EXHIBIT 2.2

16. 2–16 Design of a project portfolio system: – Classification of a project – Selection criteria depending upon classification – Sources of proposals – Evaluating proposals – Managing the portfolio of projects.

17. 2–17 Selection Criteria – Financial: payback, net present value (NPV), internal rate of return (IRR) – Non-financial: projects of strategic importance to the firm. Multi-Weighted Scoring Models – Use several weighted selection criteria to evaluate project proposals.

18. 2–18 The Payback Model – Measures the time the project will take to recover the project investment. – Uses more desirable shorter paybacks. – Emphasizes cash flows, a key factor in business. Limitations of Payback: – Ignores the time value of money. – Assumes cash inflows for the investment period (and not beyond). – Does not consider profitability.

19. 2–19 The Net Present Value (NPV) model – Uses management’s minimum desired rate-of- return (discount rate) to compute the present value of all net cash inflows. Positive NPV: project meets minimum desired rate of return and is eligible for further consideration. Negative NPV: project is rejected.

20. 2–20 To capture larger market share To make it difficult for competitors to enter the market To develop an enabler product, which by its introduction will increase sales in more profitable products To develop core technology that will be used in next- generation products To reduce dependency on unreliable suppliers To prevent government intervention and regulation