Implementation Planning

Implementation Planning

Strategic project management and the corporate strategy-Implementing strategies through projects

Harrison-Keyes (H-K), Inc had a proven track record of success with its traditional publishing business but due to an industry-wide change in the way other publishing firms were conducting their business, the company had to realign its corporate strategy with its changing business environment. The company’s new CEO, Meg McGill, was experiencing the challenges faced by project advocates who do not align their initiatives with the current corporate strategy. H-K’s e-publishing project was the pet project of the new, tech-savvy CEO. Unfortunately, Ms. McGill was unable to demonstrate to all members of her upper management team how the e-publishing initiative was aligned to the organization’s corporate strategy. In this case, some major stakeholders at H-K, such as its A-list author Will Harper and the firm’s CFO and production, felt the project was an inappropriate choice.

Businesses use project management to manage projects and achieve outcomes typically in alignment with implementing a new corporate strategy. The focus of a corporate strategy is usually on the entire organization, while the focus of project management is on a specific objective. Strategic planning involves defining objectives and creating strategies to attain those objectives. A strategy is a long-term plan of action designed to achieve a particular goal, as opposed to a project which is a specific task aimed at satisfying a specific need. Projects are needed to implement strategy, but if the objective of the project conflicts with the overall corporate raison d’être, it will be met with resistance by its team members and other stakeholders.

Reference to Concept in Reading

“The role of projects in organizations is receiving increasing attention. Projects are becoming the major tool for implementing and achieving the strategic goals of the organization” (Gray & Larson, 2005, p. 32).

“In some organizations, selection and management of projects often fail to support the strategic plan of the organization… An integrated project management system is one in which all of the parts are interrelated” (Gray & Larson, 2005, p. 32).

Implications of organizational culture on project selection

The reason for considering the e-publishing project was because there was a great need for innovation to combat the stagnation H-K was facing. Newly hired, Meg McGill did not take into account that an organizational culture was already established, and the effect of her proposal on the key constituents of the organization. The venture was met with resistance from three critical areas of the organization: employees, clients and technology.