1. THE CONTRIBUTION OF THE PROJECT MUST BE ALIGNED TO COMPANY STRATEGY
That is, the fundamental elements indicated in any methodology that should be controlled by the project manager. The question to ask ourselves is, are there more important things apart from cost, deadline and quality? Yes of course, the CONTRIBUTION OF THE PROJECT TO STRATEGY. 1 1

2. So. Is project management new. Definitely not
So? Is project management new? Definitely not! What is new is management by projects!! Managing the company by focusing it on achieving its objectives via the management of project portfolios that will lead to success.
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5. THE NEW PROJECT MANAGEMENT
The evolution of project management and its relevance in the 21st century
Projects are increasingly important in organisations
However, evidence shows that many projects fail
“Traditional” project management is not enough to guarantee success and a more strategic focus is required
Project management is an under-used opportunity for executive development
We understand project management as a professional development tool that will allow the company to confront major challenges. 5 5

6. The key factor: contribution to strategy
Company dynamics have undergone a substantial change. The environment can no longer be expected to remain stable during the execution of the project. It is possible to do everything by the book and still fail.
Projects cannot be considered a collection of activities to be completed within a timeframe. They are business processes that should provide business results.
Project management is the art of putting strategy into practice. The project will be successful if it allows the creation of value for the customer, increases the lead over the competition and prepares the company for the future.
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7. What went wrong?
The project, without doubt led by great professionals, was delayed by several years, and the cost was 3 times that initially contemplated. Why? What went wrong?.
All the experts say that the project management was excellent, but an attempt was made to apply so may pioneering technologies that the project became a Research and Development Department for new aeronautical technologies instead of a project focused exclusively on the construction of a gigantic airport that would serve as a hub for a large number of companies. Constant changes with an enormous cost both for the delivery time and with regard to the economic and human impact. Project management should define and specify the project objectives correctly so that the team can focus exclusively on the delivery of the project on time, on budget and with the right quality.
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8. Are the projects given adequate importance?
Self-diagnosis
Do the project managers receive enough support from the organisation and the senior management? Support or Pressure??
Are the projects given adequate importance?
Are tools and an adequate focus being used to ensure the success of the projects? Which?? 8 8

9. We must learn to manage projects in an imperfect world, that is to say:
A lot of pressure
Little definition
Few resources; and
Little time 9 9

10. The definition of the project
What is the meaning of success in the management of a project
The importance of strategic alignment
The project specifications 10 10

11. La Dirección de Proyectos
WHAT WAS THE MEANING OF SUCCESS IN THE MOON MISSION?
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12. La Dirección de Proyectos
The project for construction of the Sydney Opera House deviated by more than double in both the budget and the implementation time. The project was considered a total success because it more than fulfilled its objective, to make Sydney a reference in the world and to have its own image that could be identified by any person from anywhere.
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13. What went wrong?
The project, without doubt led by great professionals, was delayed by several years, and the cost was 3 times that initially contemplated. Why? What went wrong?.
All the experts say that the project management was excellent, but an attempt was made to apply so may pioneering technologies that the project became a Research and Development Department for new aeronautical technologies instead of a project focused exclusively on the construction of a gigantic airport that would serve as a hub for a large number of companies. Constant changes with an enormous cost both for the delivery time and with regard to the economic and human impact. Project management should define and specify the project objectives correctly so that the team can focus exclusively on the delivery of the project on time, on budget and with the right quality.
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14. The success of a project is multidimensional
It is necessary to go beyond the “iron triangle” since many projects need more than one dimension to define their success:
Efficiency in the management of the project
Impact on customer
Impact on team
Business and direct success
Preparation for the future
THE BARCELONA OLYMPICS. WAS THE PROJECT SUCCESSFUL??
THINK ABOUT IT… DO WE REMEMBER NOW WHETHER IT MET THE BUDGET???
IT WAS 2.5 TIMES MORE EXPENSIVE THAN FORECAST… AND YET, IT WAS A SUCCESS. 14 14

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16. Thus, the Project Manager is like an entrepreneur since he must be able to create change and for this he must coordinate all the dimensions of the company, and not only the technical aspects of the project.
The key factor is strategic alignment. Project management cannot take into account only tactical aspects. It must take company strategy very much into account, with a long-term perspective that includes the points of view of the different stakeholders.
The concept of strategic alignment is very useful in order to understand the ultimate contribution of a project to the organisation. 16 16

17. The definition of the project as an instrument to achieve strategic alignment
The definition of the project is what guarantees strategic alignment. Defining a project adequately means understanding the strategic raison d’être of the project, what its main achievement should be, and establishing its specific objectives and desired results.
A very useful instrument for this task is the document named “project specifications”. 17 17

18. Project specifications
Defining the central aspects of the project
Purpose:
Mission:
Objectives:
Vision: 18 18

19. Project specifications
Defining the central aspects of the project
Purpose: What is the problem (or opportunity) that justifies the project? Its raison d’être? What has caused the organisation to see it as a problem that must be resolved?
Mission:
Objectives:
Vision: 19 19

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