暨南大学《项目管理》chapter 2 organization strategy and project selction.ppt
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1、管理学院 School of Management,佟瑞 Edward Tong, MPM,MBA,2019/7/1,1,Edward Tong2014 copy reserved Jinan University,Chapter 2,Organization strategy and project selection,2019/7/1,2,Edward Tong2014 copy reserved Jinan University,Where We Are Now,2019/7/1,Edward Tong2014 copy reserved Jinan University,3,Strat
2、egy and projects,Strategy is implemented through projects, Every project should have a clear link to the organizations strategy.,2019/7/1,Edward Tong2014 copy reserved Jinan University,4,A lot of funds, so many projects, but how to link to Alibabas strategy,Strategy, projects, and products or servic
3、es,Organizations use projects to convert strategy into new products, services, and processes needed for success.,2019/7/1,Edward Tong2014 copy reserved Jinan University,5,Intels major strategy is one of differentiation, its projects target innovation and time to market.,Projects and project manageme
4、nt play the key role in supporting strategic goals. It is vital for project managers to think and act strategically.,Why project managers need to understand strategy,Project management is at the apex of strategy and operations. It is time to expand the traditional role of project manger from an oper
5、ational to a more strategic perspective.,2019/7/1,Edward Tong2014 copy reserved Jinan University,6,Why Project Managers Need to Understand the Strategic Management Process,Changes in the organizations mission and strategy Project managers must respond to changes with appropriate decisions about futu
6、re projects and adjustments to current projects. Project managers who understand their organizations strategy can become effective advocates of projects aligned with the firms mission.,2019/7/1,Edward Tong2014 copy reserved Jinan University,7,Projects and Strategy,Mistakes caused by not understandin
7、g the role of projects in accomplishing strategy: Focusing on problems or solutions with low strategic priority. Focusing on the immediate customer rather than the whole market place and value chain. Overemphasizing technology that results in projects that pursue exotic technology that does not fit
8、the strategy or customer need Trying to solve customer issues with a product or service rather than focusing on the 20% with 80% of the value (Paretos Law). Engaging in a never-ending search for perfection only the project team really cares about.,2019/7/1,Edward Tong2014 copy reserved Jinan Univers
9、ity,8,The Strategic Management Process: An Overview,Strategic Management Requires every project to be clearly linked to strategy. Provides theme and focus of firms future direction. Responding to changes in the external environmentenvironmental scanning Allocating scarce resources of the firm to imp
10、rove its competitive positioninternal responses to new programs Requires strong links among mission, goals, objectives, strategy, and implementation.,2019/7/1,Edward Tong2014 copy reserved Jinan University,9,Strategic Management Process Activities,Review and define the organizational mission. Set lo
11、ng-range goals and objectives. Analyze and formulate strategies to reach objectives. Implement strategies through projects,2019/7/1,Edward Tong2014 copy reserved Jinan University,10,Strategic Management Process,FIGURE 2.1,2019/7/1,Edward Tong2014 copy reserved Jinan University,11,Characteristics of
12、Objectives,EXHIBIT 2.1,S Specific Be specific in targeting an objective M Measurable Establish a measurable indicator(s) of progress A Assignable Make the objective assignable to one person for completion R Realistic State what can realistically be done with available resources T Time related State
13、when the objective can be achieved, that is, duration,2019/7/1,Edward Tong2014 copy reserved Jinan University,12,Scenario Planning: A Supplement to Traditional Strategic Planning,Clarifying your core business and assessing drivers of change in the industry environment,Developing potential scenarios
14、and assessing the impact of STEEP factors,Developing potential contingency strategies and best future strategic options,Identifying early indicators and establishing triggers for strategic action,2019/7/1,Edward Tong2014 copy reserved Jinan University,13,Project Portfolio Management Problems,The Imp
15、lementation Gap The lack of understanding and consensus on strategy among top management and middle-level (functional) managers who independently implement the strategy. Organization Politics Project selection is based on the persuasiveness and power of people advocating the projects. Resource Confl
16、icts and Multitasking Multiproject environment creates interdependency relationships of shared resources which results in the starting, stopping, and restarting projects.,2019/7/1,Edward Tong2014 copy reserved Jinan University,14,Benefits of Project Portfolio Management,Builds discipline into the pr
17、oject selection process. Links project selection to strategic metrics. Prioritizes project proposals across a common set of criteria, rather than on politics or emotion. Allocates resources to projects that align with strategic direction. Balances risk across all projects. Justifies killing projects
18、 that do not support strategy. Improves communication and supports agreement on project goals.,EXHIBIT 2.2,2019/7/1,Edward Tong2014 copy reserved Jinan University,15,A Portfolio Management System,Design of a project portfolio system: Classification of a project Selection criteria depending upon clas
19、sification Sources of proposals Evaluating proposals Managing the portfolio of projects.,2019/7/1,Edward Tong2014 copy reserved Jinan University,16,Portfolio of Projects by Type,FIGURE 2.2,2019/7/1,Edward Tong2014 copy reserved Jinan University,17,A Portfolio Management System,Selection Criteria Fin
20、ancial: payback, net present value (NPV), internal rate of return (IRR) Non-financial: projects of strategic importance to the firm. Multi-Weighted Scoring Models Use several weighted selection criteria to evaluate project proposals.,2019/7/1,Edward Tong2014 copy reserved Jinan University,18,Financi
21、al Models,The Payback Model Measures the time the project will take to recover the project investment. Uses more desirable shorter paybacks. Emphasizes cash flows, a key factor in business. Limitations of Payback: Ignores the time value of money. Assumes cash inflows for the investment period (and n
22、ot beyond). Does not consider profitability.,2019/7/1,Edward Tong2014 copy reserved Jinan University,19,Financial Models (contd),The Net Present Value (NPV) model Uses managements minimum desired rate-of-return (discount rate) to compute the present value of all net cash inflows. Positive NPV: proje
23、ct meets minimum desired rate of return and is eligible for further consideration. Negative NPV: project is rejected.,2019/7/1,Edward Tong2014 copy reserved Jinan University,20,Example Comparing Two Projects Using Payback Method,EXHIBIT 2.3a,2019/7/1,Edward Tong2014 copy reserved Jinan University,21
24、,Example Comparing Two Projects Using Net Present Value Method,EXHIBIT 2.3b,2019/7/1,Edward Tong2014 copy reserved Jinan University,22,Nonfinancial Strategic Criteria,To capture larger market share To make it difficult for competitors to enter the market To develop an enabler product, which by its i
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