Strategic project management (SPM)

What is SPM? The process of managing complex projects by combining enterprise strategy and project management techniques in order to implement the business strategy and organizational breakthroughs.

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Why SPM?
In the new economy ;
increases in competitive change Increased project complexity which has led to ; need for faster delivery of projects and Reduced time taken to complete the project.

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Conventional Project Management

The conventional project management methodologies will work best if: the projects do not have lots of uncertainties there are few moving variables to take care of simultaneously. Nowadays, projects are more complicated and the complex as compared to the old days simple and methodologies and project tools

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differences between conventional vs contemporary Project management

Conventional project management
suitable for projects with low budget, contain 2-3 variables only, with a medium time frame not more than 6 months from envisioning to deployment. predictive planning- much simpler and therefore predictable. does not focus on collaboration of the team work for the project. they are taught for top- down approach in mind and not meant for open collaboration.

Contemporary project management

Its has a number of complexits hence need for a PM with exprience. adaptive planning project manager response to changes with Adaptive action EXECUTION, rather than the PLANNING aspect of a project. close follow up and monitoring. This is to ensure there are no missing items Focus on commitment of everybody

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Project Management Failure

Thousands of people have spent entire lifetimes pursuing project management as their career. Several trillions of dollars have been pumped into handling and managing projects the professional way Yet, at the end of the day, there is not much to report by way of success.
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Project outcome
The Standish Report does it quite elegantly: it categorizes project outcomes into three: Success: a project that gets the bouquets and champagne sprays for it is completed on time, within budget, and has met all original specs.

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Cont
Challenged: a project that finally made to the deadline. Yet, there were cost/time overruns, and perhaps not all of original specs were met. Failure: A project was abandoned or cancelled due to Project Management Failure.

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Projects that succeed do so due to the following reasons: The end users were apparently involved right through the development of the project. The project manager had full backing of the executive management. Whatever hurdles came up during the project were promptly looked into by the latter.

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Cont
Specifications were clear-cut. This was also possible due to close-level of interaction between the end-users and the project team. Expectations from the project were realistic. Various interest groups

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Reasons for projects not delivering full functionality

projects slipped behind in time, or went overboard on budget, or were unable to deliver the full functionality, due to the following reasons: User inputs were inadequate, or thoroughly lacking. Project specifications were incomplete. Specifications kept on changing over the period of the project execution.
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Cont
Executive management showed little or no interest in putting out any fires that flared up during the time the project was underway. The project team was technically less than competent.

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reasons why projects end up in the dustbin of history: Users failed to provide complete requirements. Users were not involved in the development process. The project had inadequate or no resources that were vital for its completion. Executive management just did not seem interested in seeing the project through. Specs kept on changing during the projects tenure. Planning was a casualty. The projects scope had become outdated due to change in business environment. The project team was technically incompetent.
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three variables that impact on project performance: Good Planning

forward, future-oriented and in-detail planning, re-planning
All team members have a clear understanding of their roles and duties recording time elapsed, milestones reached, change in people/task implement a fallback position and /or rearrange things so that the project is back on track.
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Clear responsibility and accountability Schedule control

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