Strategic planning, without a Project Management Office, is merely a wishlist!
The major projects lead to significant turnarounds, as they considerably increase companies’ performance. Therefore, it is natural that one ends up with a substantial portfolio of projects after completing the strategic planning.
With over two decades of experience in business management, which has allowed me to form a vision based on errors and successes, I would like to alert you to something: you must ensure that critical projects are not forgotten along the way. And perhaps you may be thinking: “If the project is important, how could it be forgotten?” Well, there is nothing that daily routines cannot facilitate for you.
The second situation that I constantly see happening, no less important than the first, is that project management has a much more operational bias, resulting in losing connection with the reason for its existence and failing to deliver the proposed results effectively.
That is why you need to have an executive view of the progress of projects always linked to the strategy, paying attention not only to the execution schedule but to the set of values that are being delivered.
Attention to something significant, it is prevalent that project reports are limited to the schedule and budget. This creates a certain myopia in top management, giving the impression that the strategy is effective. It is not enough to have well-made operation reports; top management needs to see the value delivered by the project.
If you identified with the scenario I just described, know that indicators will always be your great allies, effectively showing whether you are managing to implement your strategy. I emphasize that the connection between project execution and the indicators conceived during strategic planning to measure whether the planning is being executed is highly relevant.
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