همسویی استراتژی و عملکرد سازمان با مدیریت سبد پروژه‌ها

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دکتر مهران سپهري دانشکده مدیریت و اقتصاد دانشگاه صنعتي شریف پنجمین کنفرانس بين المللی مدیریت استراتژیک و عملکرد 

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استراتژی و پروژه: توافق یا تضاد " استراتژی: مجموعه تصمیمات» جهت دادن به حرکات رقابتی و برنامه ریزی درازمدت سازمان * پروژه: تلاشی موقت جهت رسیدن به محصول و نتایج خاص توسط گروهی در مهلت و بودجه معین 

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Management by Projects ‏سازمان پروژه محور‎ ‏مدیریت پروژه محور پروژه < تغییر‎ ‏توسعه پروژه محور استراتژی - تغییر‎ کار آفربنی پروژه محور توسعه پروژه محور استراتژی پروژه محور 

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۳ a o 5 ‏بت‎ ‏ع8‎ ‎= ‎~ ‎aH ‎~ ‎9 ‏ك‎ ‎5 ‏بع‎ ‎ww 

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استراتزیکت. 

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Projects are not done in Vacuum 

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Hierarchy of Strategic Plans Manufactur & ing Plan ۱0۱۰ ‏آا تور‎ (Facilities, dividu: 1 ِ Manpower, “Brands, / ‏رز‎ ‎OS Budge Budge‏ ا ‎0 Markets) ts ts ‎Budge ‎ts ‎ ‎ 

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Opportunities Firm’s Social Responsibility 00 I (8 Planning Process Gatherin As ress p bess. Becrica of Informatio Strengths & | Managerial Evaluation Values oF anagement| 

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at is the strategic role of Project Portfol Projects as Projects as Projects implementer supporter as driver ات و وه عوریه 9 

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eee ete 4 Price Quality Availabili Sa Features Sa Broject — | ‏سر‎ ۲ i = = at 

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3 ۵5 Projects Consume Resources ! coor ‏كم‎ ‎Resource ‏ها‎ = 00 _Knowledge_| _Beputation! |} | 3 | 6 | 0 | 

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20sing Project Priorities from Strategic Direct Priority & Specific Objectives High, Stretch Medium Low, Slack Features / Scope | © | | Time-to-Market/ Schedule » | | Defects/ Undiscovered Rework | ۰ | Resources / Cost ۰ 06 

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roject Portfolio is all an organization dos yo Programs | | Projects | Programs | Projects | | Other Work | | yt 

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It is all part of the same Project Portfolio Planning and Planning and Management Management — Management of Management of On-Going Operations ۹ Authorized Programs and Projects (recurring activities) (projectized activities) (producing value) (increasing value production capability) Organizational Resources as 

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Executive Strategic Strategic Portfolio: Portfolio. 1 Project and : ‘Authorized Ena Performance Program raat 1 1 Management | Management feasuromer Operations Management Operations 06 

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Portfolio Performance Review Identification, Categorization, Evaluation, Selection, Prioritization, Balance and Authorization of Portfolio Components Project / Program, Performance Review Vision, Mission Strategic Strategic Plan Planning Portfolio Management Project/Program Management Project /Program Management Processes Strategic | Objectives Project Programm Requests Delivering Completed Project/ Program to Operations 

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1۲۷۷۵-۵10 )]6 (۱ ۲ Selection Factors and weights are derived from strategic plat Enter new market Increase market share x New equipment required x [Use equipment not being ullised No increase in energy requirements No new technical expertise required [Use underutiised workforce Manage with existing personnel x [No outside consultants required x No impact on workiorce safety x [No impact on environmental issues x [Payback period < 2 years 8 [Consistent with current business __|x (Offer good customer service ‘Table 5.14: Scoring Modet 06 

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Trade-off of Strategic Value vs. Resources ۷ Je | > PAL Resources Allocated 6 

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بهینه سازی لرزش لستوتژیکت 0 90 fom ‏سوت‎ ‎eo eo ۵ ‏هوه‎ PhD Od ODD OM GOD GRD DD ‎eo‏ محدوهیت منلبع مللی سلزملن (میلیون تیملن) ‏درصد از دستیابی به اهداف استراتژیک و مللی 

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‎Classification‏ اب ‎ ‎ ‎ ‎ 

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ical Corporate 7 1 ‏د‎ ae ia 

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همسویی استراتژي و عملكرد سازمان با مدیریت سبد پروژه ها دكتر مهران سپهري دانشكده مديريت و اقتصاد دانشگاه صنعتي شريف پنجمين كنفرانس بين المللي مديريت استراتژيك و عملكرد استراتژي و پروژه :توافق يا تضاد ‏ استراتژي: مجموعه تصميمات ،جهت دادن به حركات رقابتي و برنامه ريزي درازمدت سازمان ‏ پروژه: تالشي موقت جهت رسيدن به محصول و نتايج خاص توسط گروهي در مهلت و بودجه معين 2 Management by ‏Projects 3 ‏ سازمان پروژه محور ‏ مديريت پروژه محور پروژه = تغيير ‏ توسعه پروژه محور استراتژي = تغيير ‏ كارآفريني پروژه محور ‏ توسعه پروژه محور ‏ استراتژي پروژه محور Seeing the Trees (Projects) from Forest (Strategy 4 5 Projects are not done in Vacuum 6 Hierarchy of Strategic Plans Corporate Strategic Plan Strategi c Market Plan SBU 1 Shared Resource Plans R&D SBU 2 SBU Proje ct Plans Annual Marketi ng Plans (Facilities, Manpower, Acquisitio ns, Etc.) (Individual Brands, Products, or Markets) Budge ts Budge ts Strategic Plans Corporate Developm ent Plan 3 Manufactur ing Plan R&D Plan Budge ts Budge ts Supportin g Plans & Budgets 7 External Analysis Environmenta l Opportunities and Threats Firm’s Social Responsibility Strategic Planning Process Internal Analysis Gathering of Information Evaluation of Information Organizationa l Strengths & Weaknesses Managerial Values of Management Strategy Development Strategy Selection Strategy Implementati on The Vehicle for Implementing Strategies is Project Management hat is the strategic role of Project Portfol Projects as implementer Projects as supporter Projects as driver Projects Strategy Strategy Projects Projects Strategy Projects implements strategy Projects supports strategy Projects drives strategy 9 The four-stage model of Project contribution Increasing strategic impact Redefining industry expectations Clearly the best in the industry As good as the competitors sin a e cr In STAGE 1 o gc Holding the Correct the organization back worst problems Internally neutral ion t u ib ntr o STAGE 4 Give a Project advantage ts ec j o r P f STAGE 2 Adopt best practice g ntin e m ple y m I ateg str Externally neutral STAGE 3 Link strategy with Projects ivin r D g at e s tr gy ting r o pp y u S ateg str Internally supportive Increasing Projects capabilities Externally supportive Projects Driving Strategies Least Importan t Price Project A Project B Project C Quality Availabili ty Marketin g Importanc e Medium Importan ce Product Variety Most Importa nt Features 11 Resources Projects Consume Resources Capacities Set-ups Money Manpower Project Management Skills Tools and Methodologie s Resource s Reputation Facilities, Equipment, Machinery Proprietary Knowledge Special Expertise 12 oosing Project Priorities from Strategic Direct 13 roject Portfolio is all an organization doe 14 It is all part of the same 15 16 17 Two-Stage Project Selection Factors and weights are derived from strategic plan 18 Trade-off of Strategic Value vs. Resources 19 بهینه سازی ارزش استراتژیک 100 90 70 60 )SV (max ‏NPV 50 40 30 20 10 0 1600 20 1400 1200 1000 800 600 400 محدودیت منابع مالی سازمان (میلیون تومان) 200 0 درصد از دستیابی به اهداف استراتژیک و مالی 80 Portfolio Classification Matrix Strategic Issues Opportunit ies &Threats Low Hig h m m Situation al Assessme nt Resource Quality Strong Mediu Low Projects’ Benefits Low Mediu Strengths & Weakness es 21 Quality of Resources Strong Medium A Definition Design Life Cycle Phases C B D Development Implement -ation Conversion Low E F G Typical Project PortfoliosQuality of Resources Strong Medium Low Definition Design Life Cycle Phases Development Implementation Conversion High-Risk Portfolio Typical Corporate PortfoliosQuality of Resources Strong Medium Low Definition Design Life Cycle Phases Development Implement -ation Conversion Profit Portfolio Typical Corporate PortfoliosQuality of Resources Strong Medium Low Definition Design Life Cycle Phases Development Implement -ation Conversion Balanced Portfolio