1. P. Brian Fisher POLS 319 Spr 2013 APPLIED SUSTAINABILITY CLASS 9: PROJECT LOGIC & STRATEGY

2. Part II STRATEGIC PROJECT MANAGEMENT

3.  Convert any problem, idea, opportunity into clear objectives and action plans  Sharpen the logic of your strategy to align project with larger organizational goals  Communicate strategy effectively and concisely to build a “shared understanding”  Uncover (and deal in advance) any potential pitfalls  Organize teams that can serve cross-functionally  Improve collaboration: working relationships, reduce conflict, to facilitate overcoming obstacles  Increase performance, productivity (and profits)  FISHER: goal is effectiveness and productivity (profits should be an OUTCOME, not a goal of this process) STRATEGIC PROJECT MANAGEMENT GOALS

4.  70% of all strategies FAIL (Fortune Magazine)  NASA Rule #15: “A review of most failed project problems indicates that the disasters were well-planned to happen from the start. The seeds of problems are laid down early. Initial planning is the most vital part of a project.”  Remer’s Rule of 10: Costs ~10 times more to FIX the problem at each later stage of a project.  E.g. costs $10k to fix a problem in planning stage, it will be $100k at the design stage, and $1m at the implementation stage  So, strategy is essential to good project mgmt, of which planning is the most important part. STRATEGIC IN MANAGEMENT

5.  Fast-moving environments (hyperconnected) require 21 st Century approaches  Must be “strategic” in addition to trad’l project mgmt  Strategic PM is building life-long skills  Strategic Planning is essential, as seeds of success are planted early (and so is failure)  Turning strategic intent into well-designed, actionable projects is a potent competitive advantage

6.  “All great solutions begin by asking the right Qs”  Critical Strategic Questions (to focus on solutions tied to big picture)  Based on IF-Then logic (cause-effect) to form strategic hypothesis  Hypothesis from IF-Then logic forces systematic thought and builds a shared understanding  4 Stages  Inputs  Outcomes  Purpose  Goal (see examples pp. 32-36)  In more complex environments, use “Objective Trees” to clarify logical relationships STRONG PROJECT BACKBONE

7. Part III LOGIC

8.  “Strategy is all about managing webs of relationships”  So, need to know the objective, but also relationships/connections that support that objective  E.g. improve child mortality in Africa  focus on nutritional education  but also requires access to clean water & sanitation  Systems Thinking  every project is part of a larger system  we must understand how that larger system affects our effort  Strategic Planning  begin with end objectives, scan/assess the environment, and systematically work backward to develop strategy  Management by Objectives  objs exist at multiple levels  all need clear measures of success for meaning  e.g. success measures for goal, purpose, and outcomes LOGICAL FRAMEWORK

9. 1.Think about the problem you are trying to solve  think about the ROOT problems as well as more superficial problems 2.Create clear, concise objectives from that problem(s) 3.For each objective, establish Outcomes, purpose and goal 4.Establish valid measures for all objectives  purpose are most important that’s the bullseye (use QQT: quality, quantity, and time) 5.Establish your necessary inputs  examine time, people, and assets  make a responsibility chart with “action” flowchart KEY POINTS

10. ObjectivesSuccess Measures VerificationAssumptions Goal: Big Picture objective to which project purpose contributes  Measures of goal achievement (time, quantity, quality) Data sources to monitor and verify goal External conditions needed to reach goal and beyond Purpose  Change expected from producing outcomes  Motivation for project Success conditions expected at end of project (time, quantity, quality) Data sources to monitor and verify purpose External conditions needed to achieve purpose Outcomes  Specific results expected from team  what good managers can make happen Description of completed outcomes (time, quantity, quality) Data sources to monitor and verify outcomes External conditions needed to achieve outcomes Inputs: activities and responsibilities needed to produce outcomes Resource budget and Schedule Data sources to monitor and verify inputs External conditions needed to obtain and manage inputs LogFrame Approach to Projects

11. ObjectivesSuccess Measures VerificationAssumptions Goal: Big Picture objective to which project purpose contributes  “Creating a culture of sustainability at CofC” Measures of goal achievement (time, quantity, quality) Data sources to monitor and verify goal External conditions needed to reach goal and beyond Purpose  Change expected from producing outcomes  Motivation for project Success conditions expected at end of project (time, quantity, quality) Data sources to monitor and verify purpose External conditions needed to achieve purpose Outcomes  Specific results expected from team  what good managers can make happen Description of completed outcomes (time, quantity, quality) Data sources to monitor and verify outcomes External conditions needed to achieve outcomes Inputs: activities and responsibilities needed to produce outcomes Resource budget and Schedule Data sources to monitor and verify inputs External conditions needed to obtain and manage inputs LogFrame Approach to Projects

12. CONTRIBUTING TO SHARED VISION  GOAL: Big picture context  overarching, strategic objective/vision/mission that projects contribute  PURPOSE: Impact (or effects) from the project or expected change in system behavior  NOTE: to differentiate Purpose from Goal, apply If-Then test  OUTCOMES: commitments to achieve purpose  describe the specific end results or deliverables

13. OUTCOMES: How have these elements Δ (i.e. what was achieved) EvaluationSuccess Measures Verification Group Learning: you & your group Evaluate: skills, knowledge, thinking, and attitudes Community Learning: your intended audience Project Results: Direct results of the project Evaluate: tangible measures of project achievement Collaboration: partners in generating project Evaluate: level of collaboration

14. Goal Purpose Outcomes: - Group Learning - Community Learning - Project Results - Collaboration Inputs Shared Vision Objective(s)

15. Objectives Tree Linking Projects to Vision Shared Vision Goal 1Purpose AProject A1Purpose BProject B1Project B2Project B3Goal 2Purpose CProject C1Project C2

16. SAMPLE: 8 CORE STRATEGIES  Conduct of Ops  Team Networking  Continuous Process Involvement (improving team processes and services)  Marketing  Feedback  Education (of constituency)  Data Accuracy  Employee Development