1. Understanding Projects and Project Alignment R. J. Monson, PhD

2. The Project Life-Cycle

3. © Copyright Simon Wallace, November 2001 Operations & Benefit Realization Development Program Definition Delivery The Program Lifecycle

4. © Copyright Simon Wallace, November 2001 Operations & Benefit Realization Development Program Definition Delivery The Program spawns many Projects

5. © Copyright Simon Wallace, November 2001 There is a program lifecycle, which will spawn many projects. Projects will have different lifecycles within the program Operations & Benefit Realization Development Program Definition Delivery Proj 1Proj 2Proj 3…

6. © Copyright Simon Wallace, November 2001 Programs & Projects have different lifecycles & different management needs Operations & Benefit Realization Development Program Definition Delivery Program Management Project Management Proj 1Proj 2Proj 3…

7. © Copyright Simon Wallace, November 2001 Many Project lifecycle events are also overseen at the Program level Operations & Benefit Realization Development Program Definition Delivery Program Management Project Management Proj 1Proj 2Proj 3…

8. © Copyright Simon Wallace, November 2001

10. Understanding Goals and Tasks

11. © Copyright Simon Wallace, November 2001 Upper Management

12. © Copyright Simon Wallace, November 2001 Upper Management Middle Management

13. © Copyright Simon Wallace, November 2001 Upper Management Middle Management Workers

14. © Copyright Simon Wallace, November 2001 Strategy Upper Management Middle Management Workers

15. © Copyright Simon Wallace, November 2001 Strategy Tasks Upper Management Middle Management Workers

16. © Copyright Simon Wallace, November 2001 Goal Strategy Tasks Upper Management Middle Management Workers

17. © Copyright Simon Wallace, November 2001 Goal Strategy Tactics Tasks Upper Management Middle Management Workers

18. © Copyright Simon Wallace, November 2001 Goal Strategy Tactics Tasks Upper Management Middle Management Workers

19. © Copyright Simon Wallace, November 2001 Goal Strategy Tactics Tasks Upper Management Middle Management Workers

20. Strategy R.J.Monson, PhD

21. Why consider strategy? Alignment of our team Alignment of our team Compelling arguments to gain support Compelling arguments to gain support Assure alignment with organizational views Assure alignment with organizational views Provides guidance to the planners Provides guidance to the planners Completes the Goal-Strategy-Tactics-Tasks cohesiveness Completes the Goal-Strategy-Tactics-Tasks cohesiveness

22. What is strategy? Guiding Principles Guiding Principles Ingrained Behaviors Ingrained Behaviors Criteria for Decisions Criteria for Decisions The way we do things… The way we do things…

23. Strategies Price (cost) Price (cost) Focused on high volume production usually Focused on high volume production usually Interested in economies of scale Interested in economies of scale Bottom-Line for the consumer Bottom-Line for the consumer Dependability (High Value) Dependability (High Value) Usually more expensive item Usually more expensive item Lasts longer, performs better Lasts longer, performs better Perceived as good value for the money Perceived as good value for the money

24. Strategies Quality (High consistency) Quality (High consistency) Usually associated with mass production Usually associated with mass production Very repeatable, usually means fewer flaws Very repeatable, usually means fewer flaws Flexibility (Choice) Flexibility (Choice) Many options, many different models Many options, many different models Higher cost to provide this choice Higher cost to provide this choice Innovation (Unique) Innovation (Unique) First or only of its kind First or only of its kind New, exciting, willing to pay more for it New, exciting, willing to pay more for it

25. In Summary Cost Cost Quality Quality Dependability Dependability Flexibility Flexibility Innovation Innovation